D8.1 FIRST REPORT ON DISSEMINATION AND EXPLOITATION … · 2017-04-25 · 0.2 15 January 2015...
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The CareWell project is co-funded by the European Commission within the ICT Policy Support Programme of the Competitiveness and Innovation
Framework Programme (CIP). Grant Agreement No.: 620983
The information in this document is provided as is and no guarantee or warranty is given that the information is fit for any particular purpose. The
user thereof uses the information at its sole risk and liability
D8.1 FIRST REPORT ON
DISSEMINATION AND
EXPLOITATION ACTIVITIES
WP8 – LEARNING FROM EACH OTHER & EXPLOITATION OF RESULTS
Version 1.1, date 11th February 2015
D8.1 First report on Dissemination and Exploitation Activities
V1.1 / 11th February 2015 Page 2 of 82 Public
DOCUMENT INFORMATION
ORGANISATION RESPONSIBLE
empirica
AUTHORS
Hammerschmidt, Reinhard (empirica)
Vogt, Jess (empirica)
Koch, Robert (empirica)
Stroetmann, Veli (empirica)
Meyer, Ingo (empirica)
CONTRIBUTING PARTNERS
All
DELIVERY DATE
31st January 2015
DISSEMINATION LEVEL
PU Public
VERSION HISTORY
Version Date Changes made By
0.1 13 January 2015 Basic structure Reinhard Hammerschmidt
0.2 15 January 2015 Chapter on approach Reinhard Hammerschmidt
0.3 25 January 2015 Dissemination activities Jess Vogt, Robert Koch
0.4 29 January 2015 Advisory board & EIP Veli Stroetmann
0.5 30 January 2015 Finalisation of chapter 1 &2 Reinhard Hammerschmidt
0.6 1 February 2015 Introduction to 3.3, executive
summary
Reinhard Hammerschmidt
0.7 2 February 2015 Revised exec summary;
revised ch 3.3; revised ch 3.1
Veli Stroetmann, Jess
Vogt, Ingo Meyer
0.8 2 February 2015 Integration & finalisation Reinhard Hammerschmidt
0.9 6 February 2015 Finalisation Jess Vogt & Reinhard Hammerschmidt
1.0 9 February 2015 Version for issue John Oates
1.1 11 February 2015 Advisory Board member
added
Reinhard Hammerschmidt
John Oates
FILENAME:
D8.1 v1.1 CareWell First Report on Dissemination and Exploitation Activities
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Executive summary This deliverable reports in detail on the CareWell dissemination and exploitation activities during the first twelve months of the project.
Dissemination
Dissemination activities (section 2) include an elaborated multi channel dissemination
and communication strategy. The strategy employs different media to reach the relevant target audience. The thematic focus of dissemination in the first year has been on
development of integrated care use cases and pathways. It aimed to communicate the
CareWell rationale, objectives and approach.
The major achievements of the first year include:
Creating a visual identity including colour scheme, design guidelines, project logo, Word and PowerPoint templates.
A project website available at www.carewell-project.eu. It describes the project and
the six pilot regions’ services. The website has been continuously extended and
updated with 15 news items. Public project deliverables are available for download.
Twitter allowed establishing a community of 63 followers by issuing 33 tweets on
project events, publications, videos and pilot experiences.
2000 flyers introducing the project have been printed.
A pull-up banner is available for use at conferences.
Central press releases are planned for five important milestones of the project;
regional press releases were issued at the project start.
CareWell partners presented the project at 52 events.
A set of slides for public presentation is a central source for presenting at events.
The project has been informed on a regular basis about potential publication
opportunities; 10 publications and newspaper articles have already been issued.
12 videos clips were produced presenting this initial phase of the project with lots
of work going on regarding planning, requirements evaluation and implementation
preparation.
The consortium is well represented in the EIP on AHA; several partners are very
active in the B3 Action Group on integrated care, including leading action areas
such as patient empowerment and risk stratification. The project is closely
cooperating and coordinating efforts with several other initiatives such as BeyondSilos and SmartCare.
An Advisory Board of six renowned experts has been inaugurated.
Plans for the second year include the continuation of the publication activities,
regular website updates, and participation in events. Further dedicated activities planned are posters for conferences, show cases of CareWell services, and other
project events.
Exploitation
Exploitation of results (Section 3) aims to make the CareWell integrated care services
viable, sustainable and scalable. The final outputs of this work will be deployment plans for each of the six regions, and guidelines for deploying integrated care services all over
Europe. The exploitation work uses the ASSIST approach based on Hammerschmidt,
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Meyer (2014)1 and focuses on the implementation environment and on how to optimise
the service configuration. The approach has four consecutive steps:
Stakeholder identification.
Impact identification.
Data collection.
Analysing the value case – understanding the strengths and weaknesses of the
service.
During the first year, the focus has been on the first two steps.
The major achievements of the first year are:
Agreeing on a common approach and Reference database of potential cost-benefit
indicators with SmartCare and BeyondSilos projects.
Agreeing with WP7 on which data to collect and how to survey case level data from patients / clients and informal carers.
Presentation of the approach to each site individually.
Analysis of D2.2 and D3.1 to identify the stakeholders involved and potential
impacts on each of them.
Visual presentation of the stakeholders, the service components and potential impacts for each region.
Discussing stakeholder and impact model with the sites.
Validation and improvement by each site; revision of the models.
Both strands in this work package, dissemination and exploitation, are work in progress and will continue until the end of the project. Therefore this deliverable presents a
snapshot in time of ongoing activities.
1 HAMMERSCHMIDT, R. & MEYER, I. (2014). Socio-economic impact assessment and business models for
integrated eCare. In: MEYER, I., MÜLLER, S. & KUBITSCHKE, L. (eds.) Achieving Effective Integrated E-Care
Beyond the Silos. Hershey, PA: IGI Global. doi:10.4018/978-1-4666-6138-7
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Table of Contents
EXECUTIVE SUMMARY 3
TABLE OF CONTENTS 5
1 INTRODUCTION 8
1.1 Purpose of the document 8
1.2 Structure of the document 8
1.3 Glossary 8
2 DISSEMINATION 10
2.1 Dissemination & communication strategy 10
2.1.1 Key messages & topics 11
2.1.2 Dissemination Objectives 13
2.1.3 Dimensions and target groups 14
2.1.4 Dissemination principles 16
2.1.5 Disseminating CareWell results and achievements on different
geographical levels 20
2.2 CareWell visual identity 21
2.2.1 Project logo 21
2.2.2 Document templates 21
2.2.3 Colour scale 23
2.3 Dissemination Activities in Year 1 23
2.3.1 Websites 23
2.3.2 Social Media 25
2.3.3 Flyer 26
2.3.4 Pull-up banner 27
2.3.5 Press releases 27
2.3.6 CareWell QR-Code 28
2.3.7 Presentations at conferences, workshops and other events 28
2.3.8 Set of public presentation slides 29
2.3.9 Publications 30
2.3.10 Give-aways 31
2.3.11 Videos 31
2.4 Engaging with EIP B3 and other relevant initiatives 33
2.5 CareWell Advisory Board 36
2.6 Future plans 38
2.6.1 Brochure 38
2.6.2 Posters 38
2.6.3 Show casing CareWell services 38
2.6.4 Organisation of events 38
2.7 Monitoring and reporting of dissemination activities 40
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3 EXPLOITATION OF RESULTS – TOWARDS VIABLE AND
SUSTAINABLE SERVICES 41
3.1 Introduction 41
3.2 Approach to value case development 41
3.2.1 Step 1 – Stakeholder identification 41
3.2.2 Step 2 - Impact identification 42
3.2.3 Step 3 – Data collection 43
3.2.4 Step 4 – The value case: strength and weakness of the service 44
3.2.5 Reference database of potential cost-benefit indicators 45
3.3 Initial value models per site 47
3.3.1 Basque Country – Spain 48
3.3.2 Lower Silesia – Poland 50
3.3.3 Puglia – Italy 53
3.3.4 Veneto Region – Italy 57
3.3.5 Powys – Wales- UK 61
3.3.6 Zagreb – Croatia 66
4 OUTLOOK 68
APPENDIX A: EVENT PARTICIPATION 69
APPENDIX B: SUGGESTIONS FOR CONFERENCE
PARTICIPATION 78
APPENDIX C: SUGGESTED NEWSLETTERS 81
APPENDIX D: SUGGESTED JOURNALS 82
ANNEX 1: REFERENCE DATABASE OF POTENTIAL COST-BENEFIT INDICATORS
LIST OF TABLES
Table 1: Suggested editorial teams and time planning 12
Table 2: CareWell potential dissemination target groups 15
Table 3: support mechanisms provided by the EC 18
Table 4: News on website 24
Table 5: Time scale for flyer development 26
Table 6: Events participation 29
Table 7: Publications in the first year 30
Table 8: EIP Action Areas in B3 and contribution by CareWell 35
Table 9: List of advisers 36
Table 10: Mapping of activities in pathway to indicator (example) 46
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LIST OF FIGURES
Figure 1: CareWell Dissemination & Communication Strategy 11
Figure 2: “AIDA” 13
Figure 3: CareWell Word template 22
Figure 4: CareWell PowerPoint template 22
Figure 5: CareWell Website structure 23
Figure 6: Homepage visual appearance 24
Figure 7: CareWell pull-up banner 27
Figure 8: CareWell QR Code 28
Figure 9: Screenshots of video intro and outro 32
Figure 10: Video embedded in a news item on the website 32
Figure 11: Screenshot from video of the Bari pilot site visit 33
Figure 12: Screenshot from video of the Veneto pilot presentation 33
Figure 13: CareWell combined learning approach 34
Figure 14: EIP AHA B3 Action Areas 35
Figure 15: Two-staged approach for workshop conduction 39
Figure 16: Causal chain: From output to impacts. 43
Figure 17: Summary of steps 1 Stakeholder model development & 2 Impact identification 43
Figure 18: Summary of steps 3 Data collection & 4 The value case 45
Figure 19: From pathway to indicator: an example from BeyondSilos 46
Figure 20: From data to performance measures 47
Figure 21: Example value model 47
Figure 22: Basque Country stakeholders and CareWell service components 49
Figure 23: Basque Country mapping of stakeholder impacts 50
Figure 24: Lower Silesia stakeholders and CareWell service components 51
Figure 25: Lower Silesia mapping of primary care stakeholder impacts 51
Figure 26: Lower Silesia mapping of hospital care stakeholder impacts 52
Figure 27: Lower Silesia mapping of patient and informal carer stakeholder impacts 53
Figure 28: Puglia stakeholders and CareWell service components 54
Figure 29: Puglia mapping of primary care stakeholder impacts 55
Figure 30: Puglia mapping of hospital care stakeholder impacts 56
Figure 31: Puglia mapping of patient and informal carer stakeholder impacts 57
Figure 32: Veneto stakeholders and CareWell service components 58
Figure 33: Veneto mapping of primary care stakeholder impacts 59
Figure 34: Veneto mapping of hospital care stakeholder impacts 60
Figure 35: Veneto mapping of patient and informal carer stakeholder impacts 61
Figure 36: Powys stakeholders and CareWell service components 62
Figure 37: Powys mapping of community nursing stakeholder impacts 63
Figure 38: Powys mapping of primary care stakeholder impacts 64
Figure 39: Powys mapping of patient, informal carer and third party / voluntary
sector stakeholder impacts 65
Figure 40: Powys mapping of community hospital stakeholder impacts 65
Figure 41: Zagreb stakeholders and CareWell service components 66
Figure 42: Zagreb mapping of stakeholder impacts 67
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1 Introduction
1.1 Purpose of the document
This deliverable documents the activities undertaken in the first 12 month of the project
in two areas:
Dissemination.
Exploitation of results.
Dissemination and exploitation are both strongly linked as they aim to sustain the results of the project. Dissemination is directed to the outside and aims to communicate the
results and intermediary steps to different target groups that can be assumed to be
interested in CareWell.
Exploitation is directed to the services produced, and aims to make the services viable and sustainable after the end of the project. Exploitation planning will lead to deployment
plans for each pilot side, and to guidelines for the uptake of good practices that originate
in CareWell.
1.2 Structure of the document
The document is structured in two major parts:
Chapter 2 on dissemination, which introduces the communication strategy, the
CareWell visual identity, and reports on the activities of the first year. This is
complemented by CareWell’s strategy towards important initiatives such as the EIP
and the future plans for dissemination. Finally it reports on the CareWell advisory board.
Chapter 3 on exploitation, which introduces CareWell’s approach to showing that
the services are viable, sustainable and scalable. Following this, it documents the
site specific activities on value model development.
Both task are work in progress and will continue until the end of the project. Therefore
this deliverable is not the final outcome, but a snapshot of ongoing activities.
1.3 Glossary
Business vs.
value
Business refers to commercial services that aim to make profit; value
refers to a broader concept of value added that also includes non-commercial effects and is better applicable not for profit, government
services.
Business /
value case
Concerns individual stakeholders in the service.
„Under what conditions do we want to get involved?“
Business / value model
On the level of the whole service (all stakeholders). „Under what conditions is the service viable?“
CBA Cost-Benefit Analysis: methodology used for SEIA. Distinctly different
from cost-effectiveness analysis or cost-utility analysis.
See e.g. Drummond 2005, UK HM Treasury Greenbook 2014.
CRM Customer Relationship Management
Deployment
plans
for each deployment site describing the value case and value model for
the piloted service, as well as how this will be maintained in the long
term
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EHR Electronic Healthcare Record
Guidelines for
deployment
information, lessons learned and supporting evidence for other regions
to implement services à la CareWell
SEIA Socio-Economic Impact Assessment: approach to produce evidence supporting the creation of value cases and models, based on empirical
analysis of service-related costs and benefits
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2 Dissemination
The aim of dissemination is to communicate the progress of the project and its achievements to external parties. Results of the project shall be communicated to all
relevant stakeholders. A dissemination and communication plan was set up to ensure
that this aim can be achieved throughout the project’s life cycle. The dissemination and
communication plan is a living document that was established early in the project; it is reviewed regularly to adapt to upcoming opportunities. This plan is reproduced below,
partly to document the strategy that the consortium is aiming to follow, and was has
been achieved so far in the first year of the project.
The CareWell consortium acknowledges dissemination as a pivotal action line. Efficient dissemination is a fundamental activity, since its success contributes decisively to both
the short- and long- term impact of the project and the services developed. Careful and
early planning of dissemination, communication and marketing activities and the
commitment of all partners is thus of great importance.
2.1 Dissemination & communication strategy
Dissemination activities are a horizontal activity within the CareWell project, and are
strongly related to all other work packages. The dissemination work package receives
input from different work tasks, depending on the current project phase, and interacts
particularly strongly with the exploitation and evaluation work packages. Project aims,
plans and (interim) results have and will be disseminated and communicated to all interested parties from kick-off onwards through a large set of different dissemination
channels. In order to be effective and efficient, the dissemination strategy and channels
need to:
Be oriented towards the needs of the audience, using appropriate language and information levels.
Include various dissemination methods: written text including illustrations, graphs
and figures; electronic and web-based tools; and oral presentations at community
meetings and (scientific) national and international conferences.
Leverage existing resources, relationships, and networks fully.
Interact with and effectively link to other relevant projects and initiatives.
Be effectively conducted on several geographical levels, using appropriate
dissemination channels.
CareWell will thus pursue a multi-dimensional and large scale dissemination approach as
depicted in the figure below.
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Figure 1: CareWell Dissemination & Communication Strategy
2.1.1 Key messages & topics
2.1.1.1 Dissemination & communication topics
Dissemination & communication activities will be informed by dedicated topics formulated
by the consortium for time spans of between 3 and 12 months, according to the different
project phases.
During each of these phases, special emphasis will be put on the assigned topic in terms
of news items, short texts / blog posts, videos etc. This does not mean that all dissemination activities will solely focus on the topic currently running, but that
concentrated efforts will be taken to specially promote the current dissemination topic,
focusing on the appropriate means for each target group. It also facilitates overall
structuring of dissemination activities and overall marketing. The suggested dissemination topics are presented in Table 1 below.
For each dissemination topic, an editorial team consisting of around three project
partners will be set up. The editorial team will ensure the adequate dissemination of each
topic and organise the collection and creation of content. In a first step, the target groups and appropriate dissemination means for the topic are defined. Further to this,
key messages that the project will publish are proposed by the editorial team and agreed
among all project partners.
For each dissemination topic, the editorial team will be set-up at the very beginning, and kicked-off with a conference call where main objectives, means and a time planning are
Netw
ork
ing
& learn
ing
Dis
sem
ination c
hannels
Links to otherprojects, initiatives, organisations, e.g.:
PresentationsWorkshopsSpecial events, supported by:
Vis
ual
identity
Targ
et
audie
nce
Focus
Logo
Publications in books, journals, newsletters
Project leaflet, brochure, poster
Project website www.carewell-project.eu
Social media sitesrepresentations
Presence in the media in participating regions
Final
CareWell
Conference
Presentations at conferences &conference papers
Press releases Videos
ppt template Word template
Integrated care use cases & pathway development
•Rational
•Objectives
•Approach
•Use cases
•Service process models
Organisational & ICT related pilot preparation
•Fit for purpose service specification
•Evaluation preparation
•Pilot set-up
Evaluation & mainstreaming
•Evidence on user acceptance
•CareWell guidelines and specifications
•Benefits & economic viability, business models
•Transfer to Europe
Early adopter regions & follower regions Local / regional / national
service providers & funders User organisations
(older people, informal/voluntary carers)
Relevant technology providers/ integrators Press Public at large
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discussed and agreed. A chief editor will be selected who is responsible for overall
management of the editorial team. Generally, the following activities are planned for
each dissemination topic:
Development of introductory documents (Blog, Vlog, Homepage on the website describing what the topic means for CareWell and what the project does in this
regard; literature collection).
Development of news items featuring the topic.
Social network activities (Twitter).
Summary of main achievements of CareWell.
Transition to next dissemination topic.
For each dissemination topic, the editorial team decides on key messages to be
communicated by which media and to whom. This approach ensures that key communication messages are formulated first, followed by choosing the appropriate
channels and media, rather than the other way around.
2.1.1.2 Editorial teams
The proposed dissemination topics, team composition and time planning are shown in
Table 1 below.
Table 1: Suggested editorial teams and time planning
Dissemination topic
Main target groups WP Team Time planning
Requirements, Organisational
models
Older people & patients, informal carers, health
and social care
professionals, care
providers, third sector organisations
2/3 Ane Fullando, Kronikgune
Joana Mora,
Kronikgune
Jess Vogt, empirica
June- December
2014
Interoperability Older people & patients,
informal carers, health and social care
professionals, care
providers, industry
4 Angel Faria,
Osakidetza
Leo Lewis, IRH
Silvia Mancin, Veneto
October
2014- July 2015
Patient
involvement
Older people & patients,
informal carers, health
and social care professionals, care
providers, industry,
public authorities,
academia
3 Karlo Gustin, ENT
Elisabetta Graps,
AReS Puglia
Christoph Schulz, PHB
December
2015-
January 2017
Evaluation,
deployment issues
6/7 Francesca Avolio,
AReS Puglia
Signe Dauberg, RSD
Ane Fullando,
Kronikgune
July 2016-
January 2017
Good learning
experiences
EU policy makers,
academia, wider public,
industry
8 Mario Kovac, FER
Bruce Whitear, PHB
Esteban de Manuel
Keenoy, Kronikgune
Leo Lewis, IRH
July 2016-
January
2017
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2.1.2 Dissemination objectives
CareWell will implement and regularly update a large set of different dissemination
means that will pursue different dissemination objectives and target groups respectively.
Following an adapted version of the marketing principle “AIDA” (Awareness, Interest, Desire, Action), the guiding dissemination principles in CareWell for the different groups
of dissemination means are described in the figure below.
Awareness refers to informing the wider public of the rationale, aim, and (interim)
results of the CareWell project and making the project well known in the wider public and
dedicated research and practice scenes. Usual target groups are the wider public and larger groups of special target users. Appropriate dissemination means include short
documents/flyers giving some general information of the project, posters, press releases,
and to a limited extent also the website.
Interest means to make people who are already aware of the existence of the project curios and interested to know more and to get involved. Also, interest for dedicated sub-
topics can be created by means such as presentation at conferences, videos and a well-
designed project website.
Search means to keep project dissemination means updated in order to not lose the interest of the target groups as the project goes along. It also means to provide online
material as well as printed materials and speeches at conferences and events. It will also
be crucial to regularly engage in social media website such as Twitter or LinkedIn to keep
up the interest in the project. The same is true for regular publication of news items on
the project website and partner websites.
Action refers to taking action based on CareWell results. These can be dedicated target
groups such public authorities or external care providers. This may in our case mean
paving the way for replication of the CareWell services through dedicated exploitation
workshops or informing policy makers through the active support of the EIP AHA initiative.
Figure 2: “AIDA”
The CareWell dissemination strategy is comprised by a set of goals:
To widely disseminate the concept of the CareWell project and the innovative
solutions and services which are developed within CareWell.
To increase public awareness on the very sensitive and important issues in both the
ICT and integrated care domain that CareWell addresses.
Communicate the benefits of this project to the professional media, to the target service beneficiaries, to professionals working in this area (caring and delivering
healthcare for those over age 65), to policy decision makers and to other interested
stakeholders.
Awareness Interest Search Action
• Create interest for special (sub) topics
• Making curios to know more• …
•Facilitate easy access to project results• ….
• Facilitate replication• Influence policy making• …
Website
• Inform wider public• Inform special target groups• …
• Conferences• Exploitation workshops• Advisory Board activities• EIP support• …
•Short documents• Posters and flyers• Press releases• Brochure• Give aways• …
• Conference presentations• Videos
• Scientific publications• Website• Give aways• …
• Press releases• Website• Newsletter
• Social media interaction• Conference• …
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To communicate with other R&D and EC or internationally funded related projects
and initiatives, especially in the field of ICT-supported integrated care.
To actively participate in forums related to the transfer of knowledge from
academia and research centres to industry and help in the solid regulation of IPRs.
To support policy making by actively contributing CareWell results to ongoing policy
initiatives, in particular the EIP AHA.
To facilitate service mainstreaming and replication through the publication of
CareWell deployment guidelines and the conduct of exploitation workshops.
To ensure that the project establishes and benefits from an effective network of
stakeholders in the participating countries and elsewhere in Europe.
To ensure that communication between stakeholders is effective and easy.
To gain the trust and involve the media wherever possible to further help with dissemination.
To establish a visual identity.
Based on these goals, and taking into account the target group definition, the
communication & dissemination plan will not be static; but will be continuously updated
as new opportunities for dissemination arise and new project results are available.
2.1.3 Dimensions and target groups
Identifying target groups is an important step in deriving the communication &
dissemination plan. It is important to consider that while many dissemination means are
a ‘push out’ towards the target audience, they are only effective when there are also
mediums and channels for the target audiences to provide feedback and take action.
The term target groups implies all groups of people with certain characteristics that
could, potentially, be interested in the CareWell project results. The reasons for being
interested in CareWell may vary, and may be either personal, scientific or professional,
or they may just be EU citizens interested in developments in a specific area and how these developments are going to affect their every-day life. The appropriate definition of
the target groups is a crucial task, since dissemination activities and means need to be
tailored to fit the specific interests (and sometimes abilities) of each group.
Dissemination activities need to be very carefully planned and need to “speak” various languages, because they address totally different target groups such as older people, the
technical and research community, or business managers and policy makers etc. In order
to adequately address relevant target groups, a mix of different dissemination means has
been developed and is regularly updated during the project. Each dissemination means is designed according to the dedicated target group to be addressed. Target groups for
each dissemination means are summarised in the table below.
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Table 2: CareWell potential dissemination target groups
Old
er
people
/
patients
Info
rmal care
rs
Healthcare
and
socia
l care
pro
vid
ers
H
ealth a
nd s
ocia
l
care
pro
fessio
nals
Third s
ecto
r
org
anis
ations
Public a
uth
orities
EU
policy m
akers
Industr
y
Wid
er
public
Media
Academ
ia
Website
Poster
Brochure, flyer
Press releases
Presentations
Scientific
publications
Newsletter
Policy support
Videos & Photos
Social media
Exploitation
workshops
Final conference
Study visits &
open days
Older people (care clients / patients) & informal carers: Services developed in CareWell ultimately address older people who are clients of social care providers
or patients or both, making them of course a very important target group of
dissemination activities. Language and format of the different dissemination means
will be designed specifically for this target group. Pilot participants will, in addition, receive regular newsletters about the project to keep them informed and engaged.
Healthcare and social care providers & professionals: Care providers and
professionals are one of the key target groups in CareWell; their buy-in and
engagement in the new services is of the utmost importance. It is thus crucial to focus different dissemination activities on this target group.
Public authorities: Public authorities are one of the main players when it comes
to care provision organisation and decision making. They will in CareWell be
reached by a large basket of dissemination channels, as shown in the table above. The involvement of public authorities will also play a crucial role when it comes to
ensuring the CareWell services will be retained as mainstream services, and when it
comes to upscaling and replication of the services.
EU policy makers: Support of policy making processes at supra-national level will
be one of CareWell's key dissemination goals. Interaction, particularly with the members of the EIP AHA group on integrated care, will ensure that CareWell results
will be exploited at EU level and inform policy making and other related projects.
Industry: ICT industry needs to be informed on new developments in the field, in
order to increase market potential for CareWell solutions. Addressing industry players through participation in fairs and exhibitions will be an important CareWell
dissemination pathway.
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Wider public: Apart from dedicated target groups, CareWell will also be reachable
for an interested wider public, mainly through its website and social media such as
Twitter or Facebook.
Academia: CareWell results such as CBA or evaluation methods and results for ICT-supported integrated care services will strongly contribute to new evidence in
the field. Dissemination through journals and presentations in academic
conferences is thus also crucial.
Media: Unlike many of the other groups which are reached by means of journals, conferences and industry events / networking, the media present a less cohesive
and focused, but important group. The media plays an important role in public
education, and cannot be overlooked in that context.
2.1.4 Dissemination principles
Generally, dissemination activities in CareWell are planned following these principles:
Who - target audience.
What - key messages.
When - timing.
Why - desired outcomes.
How - communication vehicle / means.
By whom - responsibility for the dissemination activity.
2.1.4.1 General principles
To avoid confusion and misconceptions, and to enhance the quality of the presented
material, all dissemination activities should follow a number of important principles:
Respect Intellectual Property Rights (IPR) of all partners.
Respect the work of all partners.
Ensure the proper reference of all relevant parties whose work is directly or
indirectly mentioned in the proposed publication.
Follow transparent procedures.
Respect confidential results and results where commercial issues arise.
Avoid overlapping or duplication of dissemination events.
Clearly distinguish between results suitable for dissemination and exploitable results.
Target the right audience.
Always mention CareWell and the EC / IST financial support to the project.
Always follow the procedures described within this document.
2.1.4.2 Authorship and acknowledgement guidelines
Generally, IPR issues are regulated in the Grant Agreement and the Consortium
Agreement signed by all partners. Further to this, the following authorship guidelines
shall be applied to all publications of project results.
All persons designated as authors should qualify for authorship, and all those who qualify should be listed.
Each author should have participated sufficiently in the work to take public
responsibility for appropriate portions of the content.
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One or more authors should take responsibility for the integrity of the work as a
whole, from inception to published article.
Authorship credit should be based only on substantial contributions to:
concept and design, OR acquisition of data OR analysis and interpretation of data OR other particularly relevant project work; AND
drafting the article or revising it critically for important intellectual content;
AND
final approval of the version to be published.
All others who contributed to the work who are not authors should be named, with
their permission, in the Acknowledgments. All CareWell partner organisations
should be listed in the acknowledgements.
The order of authorship on the by-line should be a joint decision of the co-authors. If agreement cannot be reached, authors should be listed alphabetically.
All publications need to refer to the programme and funding scheme:
“This work arises from the CareWell project which is co-funded by the
European Commission within the ICT Policy Support Programme of the
Competitiveness and Innovation Framework Programme (CIP). Grant Agreement No.: 62098”.
Add at the end of the document: “We acknowledge the contribution of the following
participants in CareWell”: Name all organisations and individuals that have
contributed to CareWell, e.g. those who are listed in the contact list of the project.
2.1.4.3 eAccessibility principles
Accessibility – that is access to content by everyone regardless of disability – is one key
aspect of CareWell’s dissemination activities, because the project does not want to
exclude people from its information if this can be avoided by reasonable means. After all, key target groups of the project’s dissemination are likely to experience accessibility
challenges stemming from old age, illness or disability.
To cater for any accessibility related needs, e.g. potential users with functional
restrictions such as visual impairments, the website has been designed according to
WACAG guidelines from the beginning.
2.1.4.4 Contractual obligation of all beneficiaries
Note that dissemination & communication activities by all partners are a contractual
obligation as described in the GA:
Grant Agreement, Annex II.18. Publicity: Beneficiaries are to take appropriate measures to engage with the public and the media about the project and to
highlight the financial support from the European Union.
Grant Agreement, Annex II.14. Dissemination: Each beneficiary is to ensure that
their foreground (the project’s results) is disseminated as swiftly as possible. If it
fails to do so, the Commission may disseminate that foreground.
Grant Agreement, Annex II.4. Project reports, deliverables and certificates on
financial statements: The consortium shall submit a final report to the Commission
within 60 days after the end of the project. This final report shall comprise a final
publishable summary report covering the results, conclusions and socio-economic impact of the project.
The reports submitted to the Commission for publication shall be of a suitable
quality to enable direct publication and their submission to the Commission in
publishable form shall indicate that no confidential material is included therein.
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2.1.4.5 Formal references you have to make
This text is taken from the EC Guide for dissemination & communication activities:
http://ec.europa.eu/research/social-sciences/pdf/communicating-research_en.pdf.
You are requested to indicate at all times that your project has received funding from the European Union, using a corresponding sentence as well as the following logos:
EU flag: High-resolution emblems can be found here:
http://europa.eu/about-eu/basic-information/symbols/flag/
CIP PSP Logo: http://ec.europa.eu/cip/documents/cip-logo/index_en.htm
More information, including specific examples, can be found at the following link (notably
p.3) http://ec.europa.eu/research/pdf/eu_emblem_rules_2012.pdf.
The following is taken from Annex II to the Grant Agreement:
Publicity II.18. Unless the Commission requests otherwise, any publicity, including
at a conference or seminar or any type of information or promotional material (brochure, leaflet, poster, presentation etc.), must specify that
the project has received research funding from the European Union and
display the European emblem. When displayed in association with a logo,
the European emblem should be given appropriate prominence. [...]
Any publicity made by the beneficiaries in respect of the project, in
whatever form and on or by whatever medium, must specify that it
reflects only the author’s views and that the European Union is not liable
for any use that may be made of the information contained therein.
2.1.4.6 Support from the European Commission
There are several support mechanisms provided by the European Commission that we
should take advantage of. They are listed in the table below. Please make use of this support but clarify with empirica first and do not approach the EC directly.
Table 3: support mechanisms provided by the EC
Online News
Headlines on the Commission’s
Research and
Innovation website.
http://www.ec.europa.eu/research/infoce
ntre/all_headlines_e
n.cfm
Headlines report on recent developments in research and
innovation in Europe and beyond,
and are devoted purely to projects.
Suitable stories to be published on the site are selected on a daily basis.
You may submit your news (by means of a
press release, event
announcement or
otherwise) via http://tiny.cc/gk1p
CORDIS News
http://cordis.europa.
eu/news/
CORDIS is the European
Commission’s research results
portal. CORDIS News looks at recent
developments in Research and innovation in Europe and beyond
with a focus on political matters,
interviews, events, and projects, as
well as other news related to research and innovation in Europe.
Suitable stories to be published on
the site are selected on a daily basis.
You may submit your
news (by means of a
press release, event
announcement or otherwise) via
http://tiny.cc/gk1p
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CORDIS Wire
http://cordis.europa.eu/wire
CORDIS Wire functions as a small
press agency, issuing news releases and event announcements submitted
by FP projects.
Requires one-time
registration at http://tiny.cc/gc54k
Audiovisual
Futuris and Innovation Magazine
http://www.euronew
s.net/ sci-
tech/futuris
These are both short documentary-style
television magazines in
various European
languages, appearing at least 22 times on the
EuroNews channel
throughout Europe.
EuroNews has editorial independence, but we are in
contact with them to suggest
good stories. Since it is
television, this is interesting for visually appealing projects and
demonstration activities.
Please contact your project
officer if you would like your project to be put forward.
Publications
research*eu
http://ec.europa.eu/
research/research-eu/index_en.html
This print magazine is currently
suspended and will soon reappear as
an online platform, covering European research in depth, often
on thematic issues.
Please check the
Commission’s
Research & Innovation website
http://www.ec.europa.
eu/research/ for latest
news on the new magazine.
research*eu results magazine
http://www.cordis.eu
ropa.eu/news/resear
ch-eu/magazine_en.htm
This print magazine features highlights from the most exciting
EU-funded research and
development projects. It is published
10 times per year in English, and covers mainly the research areas of
biology and medicine, energy and
transport, environment and society,
IT and telecommunications, and
industrial technologies.
Please contact your project officer about
any interesting project
outcomes.
Furthermore a journalist contracted
by the European
Commission may
contact you.
research*eu focus
http://www.cordis.europa.eu/news/resear
ch-eu/research-
focus_en.html
This print magazine covers in each
issue a specific topic of research interest. It features articles on EU
policies, initiatives, programmes and
projects related to research and
technological development and their exploitation. It is published at
irregular intervals up to six times a
year in English. Exceptionally, it may
be available in other European languages as well.
A journalist contracted
by the European Commission may
contact you.
Newsletters Newsletters are published by the
European Commission for different research areas.
Please contact your
project officer to get more information on
how to publish
something in a specific
newsletter.
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Co-publications or
editorial partnerships
The European Commission works
with private publishers and international organisations to
promote the dissemination of
relevant publications. Scientific
publications and books, including conference proceedings, may be co-
published in this way.
Please contact your
project officer to discuss the
possibilities.
Events
Events on the Commission’s Research
& Innovation website
http://www.ec.europa.eu/r
esearch/index.cfm?pg=conferences&filter=all
This website displays research- related conferences and
events.
Please contact your project officer.
Events on the CORDIS
website http://www.cordis.europa.
eu/fetch?CAaLLER=EN_NE
WS_EVENT
This website displays research-
related conferences and events.
Submitting an event
requires one-time registration at
http://tiny.cc/gc54k
Conferences and events
organised by the European
Commission
Throughout the year, the
European Commission (co-
)organises a variety of conferences, both in Brussels
and elsewhere. These may
include exhibition areas or
sessions at which you could present your work.
Please contact your
project officer if you
have suitable exhibition items
(prototypes,
demonstrators).
Open access scientific publishing
Openaire
http://www.openaire.eu/
The Open Access
Infrastructure for Research in
Europe is an electronic gateway for peer-reviewed
articles and other important
scientific publications (pre-
prints or conference publications).
You may (voluntarily,
for transport projects)
submit your publications to
http://tiny.cc/wlu4x
2.1.5 Disseminating CareWell results and achievements on
different geographical levels
2.1.5.1 National activities
Dissemination activities at national level will be the responsibility of the pilot regions and
include:
Participation in national events and fairs.
Articles in national newspapers and magazines for both the general public and the healthcare professionals and managers.
Encourage participation in national TV programmes and debates whenever possible.
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2.1.5.2 European and international outreach
European and international outreach is a crucial part of the overall communication plan.
Topics such as large scale replication of the CareWell services, the establishment of an
evidence base on the effectiveness of ICT-supported integrated care service provision, and the development of deployment guidelines are topics that, amongst other topics,
lend themselves for the European and international dissemination level. Appropriate
dissemination means include:
Website.
Promotional video(s).
CareWell final conference.
Participation in international events and fairs.
Interaction with and support of EIP action group B3.
2.2 CareWell visual identity
Visual identity plays a significant role in the way the project presents itself and leads to a
strong recognisability of the “brand” CareWell. Three main elements have been produced
to underpin this dissemination goal; they are described below.
2.2.1 Project logo
The project logo that was agreed upon amongst all CareWell partners represents the basis for further designs and layouts of all dissemination channels. It was circulated to all
project partners at the beginning of the project in different formats.
2.2.2 Document templates
Once the logo was finalised, templates for Word and PowerPoint documents were
produced, and the layout for the project website designed. The layouts are strongly aligned with the layout of the logo in order to facilitate the creation of a visual identity
that is well recognisable, and is based on common principles for the different
dissemination channels.
2.2.2.1 Template for Word documents
The template for external and internal deliverables and reports is, as with all other templates described below, strongly aligned with the overall design of the logo.
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Figure 3: CareWell Word template
CareWell partners are asked to use these templates whenever they present CareWell
somewhere or write project-related documents.
2.2.2.2 Template for PowerPoint presentations
Similar to the word template, a template for PowerPoint presentations has been developed, underpinning the importance of presenting the project to the outside world in
a coherent way. It is to be used for all presentations of CareWell at conferences, events,
seminars, and workshops, as well as internal meetings such as consortium, board or
review meetings.
Figure 4: CareWell PowerPoint template
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2.2.3 Colour scale
The CareWell colour scale is the following:
RGB 255, 221, 0
RGB 243, 145, 0
RGB 230, 48, 42
RGB 189, 19, 33
RGB 0, 101, 50
RGB 148, 192, 27
RGB 19, 112, 185
2.3 Dissemination Activities in Year 1
2.3.1 Websites
The project website is one of the most important dissemination means of the CareWell
project, and provides an entry point for a variety of stakeholders such as the scientific community, care providers and professionals, industry, policy makers and a wider
audience.
The long-term objective of the website is to create a community of interested parties
around the project to accelerate their involvement, to create awareness of the results,
and to inform them about the latest evolutions in the field. The structure of the website is described in the figure below. The website http://www.CareWell-project.eu/ became
public in July 2014.
Figure 5: CareWell Website structure
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The content of the website currently reflects the status of the project: It reflects the
plans and status of the six pilot sites. They are the major pillar of the project and thus
have a prominent role on the website. Another pillar is the project as such, with its
project objectives, partners, documents and founding policy background. The third pillar is recent activities of the project that aim to get across what is currently going on and
what interim results the project has achieved. Further development will guided by the
dissemination topic explained above.
Special attention was given to the visual identity. The teaser image on the homepage aims to reflect the user group of CareWell, patient’s affected by multiple diseases.
Another core element is the nurse explaining the technology to the patient. Thirdly, the
graphical representation of a care pathway expresses the major element of care
coordination. In the background is a multi disciplinary team of professionals.
Figure 6: Homepage visual appearance
2.3.1.1 Time line: Website updates and revisions
The website has been regularly updated with news, deliverables, and project outcomes,
as set out in Table 4 below.
Table 4: News on website
# Headline Date of News
1 CareWell Kick-Off 25-06-2014
2 Beyond Silos and CareWell cooperate 26-06-2014
3 Innovation Forum on active and healthy ageing 27-06-2014
4 „The more, the better“ – a patient experience 18-07-2014
5 Do care pathways fit requirements of reality? 20-09-2014
6 “If I were gone somewhere else it wouldn’t have been the same.”
6-10-2014
7 What do professionals from Powys expect from CareWell? 13-10-2014
8 ULSS N.2 di Feltre opened its doors for CareWell 20-10-2014
9 Do Instable patients take a different pathway? 27-10-2014
10 User requirements analysed – report available 27-10-2014
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# Headline Date of News
11 Partners report on progress at Project Assembly in Wroclaw 27-10-2014
12 CareWell is addressing EC objectives best 08-12-2014
13 Project Assembly successfully addressed open issues 08-12-2014
14 New report on improvements of current organisational models
and pathways
5-01-2015
15 New report finalises the methodology for pilot evaluation 26-01-2015
2.3.1.2 CareWell on company websites of partners
Apart from the main project website, each partner was asked to provide a short
summary of the project on their organisation's website, plus a link to the CareWell project website.
2.3.2 Social media
With the purpose to leverage the general dissemination efforts, the project started to
make use of the online social networking service Twitter in March 2014, by creating its
own account in order to reach a wider audience and to facilitate dialogue with relevant stakeholders. Since its creation in 2006, Twitter has rapidly gained popularity on the
global scale and has had a major impact on how people interact online, and has attracted
users in the hundreds of millions. Regarding CareWell’s social network presence, the
following activities have been undertaken:
Establishment of a CareWell account on 4th March 2014 named @Carewellproject.
Search for relevant stakeholders among network users and their invitation to follow
the project’s account.
Wrote 33 tweets regarding:
project events;
publication of videos documenting project activities;
visits to pilot sites, and patient experiences from several sites.
Joined a specific group (“list”) of EU-funded eHealth projects and inclusion of links
to the project website in the profiles of consortium members.
Re-tweet relevant articles or activities by partners and stakeholders.
As described earlier, social network activities will be strongly steered by the editorial
teams of the dissemination topics. Thanks to the continuous activities, the number of
followers has increased, and now stands at 56 (last check 27/01/2015). We follow a long term strategy of building a community of followers that is dedicated to the topic of
integrated care. This will take some time to gain trust and create interest. Since 23rd
January 2015, EU_ehealth is a follower, which created some interest in the twitter feed.
Key to attracting relevant Twitter user to the project’s presence are continuous activities
such as cross-referencing stakeholders, partners and their activities, publishing news from the pilot sites, as well as information on the progress of the project. Hence, a
successful promotion of CareWell, its activities, and its results is also highly dependent
on the partners’ engagement in Twitter.
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Figure 9: CareWell Twitter account
Apart from online dissemination & communication means, printed material will be used,
mainly for distribution and presentation at events, with the main aim to inform people about the project and attract them to the website, which will be updated more regularly
than the printed material.
2.3.3 Flyer
A short flyer was produced in October 2014. It was developed centrally in English, and
provided to all project partners for feedback.
The time scale for the flyer was as follows:
Table 5: Time scale for flyer development
Development of initial draft 15th July 2014
Feedback on initial draft flyer 21st July 2014
Development of second draft 12th October 2014
Feedback on second draft 23rd/24th October 2014
Revision 5th December 2014
Print & Publication 10th December 2014
It includes the following information:
What is CareWell about?
Domains of an integrated approach.
Who is involved?
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Figure 10: Cover of flyer
The flyer was designed in English and circulated as pdf to all partners. Printing was done
centrally and distributed to each partner. The development of “national versions” of the
flyer is recommended. Basque, Spanish, Polish, Italian and Croatian versions are in
preparation.
2.3.4 Pull-up banner
The banner should be used at sessions, events, and workshops organised by members of
the project. It follows the overall CareWell design, and includes a link to the website and
the CareWell QR Code. The pull-up banner was circulated to all partners in July 2014.
Figure 7: CareWell pull-up banner
2.3.5 Press releases
Press releases offer one of the most efficient and effective ways to disseminate
information, particularly to the media and other organisations.
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2.3.5.1 Initial timeline for central press releases
In relation to press releases, global press releases (developed by the dissemination
manager in English, covering a topic relevant for the whole project) and regional press
releases (developed by e.g. pilot sites covering a more regional topic and addressing the regional / national media) need to be distinguished.
Further ideas for project-wide press releases include:
Press release 1 announcing the start of the pilots (March 2015).
Press release 2 announcing availability of first evaluation results (January 2016).
Press release 3 announcing final conference (January 2017).
Press release 4 announcing availability of final project results (March 2017).
2.3.5.2 Regional press releases
Veneto region has already published two press releases:
16th July 2014 - Ricercatori tedeschi e spagnoli studiano il modello di assistenza territoriale dell'ULSS 2 [German and Spanish researchers study the primary care
assistance model of LHA2].
19th September 2014 - La Pneumologia veneta e l'assistenza della persona con
malattie dell'apparato respiratorio: congresso dell'AIPO al Santuario dei S.S. Vittore e Corona [Veneto's Pulmonology and the territorial and primary care to people
affected by breathing apparatus diseases].
2.3.6 CareWell QR-Code
A QR-code linking to the CareWell website has been designed and made available on
DropBox. It should be used on printed dissemination material.
Figure 8: CareWell QR Code
2.3.7 Presentations at conferences, workshops and other
events
Personal contacts with relevant stakeholders are a great way to promote and
demonstrate projects goals and results, as well as network with interested members of
the community. This is particularly important for the project, as the results will be of interest to people at the intersection of three main areas, namely social care, healthcare
and ICT, as well as administration and politicians. Independent of the size of the event
(number of participants, duration or degree of popularity), or the kind of input given at
the event, an interested, open minded and dedicated audience is present which will take on board the information provided about the project. To address the community present,
and discuss results, members of the consortium submit and contribute to important
conferences and events.
In order to address the wider communities, present and discuss results, and drive future
exploitation, project partners are requested to submit papers and actively contribute to national, European and international conferences and events.
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The list of conferences presented in Appendix B includes events that are seen as
important events where CareWell needs to be present. empirica takes care of monitoring
deadlines for these conference, and circulates an invitation to CareWell partners to
submit papers on time. However, as for all dissemination means, this depends on the active engagement of all project partners.
In order to monitor deadlines for other relevant events, CareWell employs an events
collection template that is regularly circulated to all project partners (see section 2.7).
CareWell partners have already participated in 52 events. They were of different natures: some were European, but also numerous national and regional events were attended to
present CareWell to stakeholders.
Table 6: Events participation
Events Totals
1st Period 2nd Period 3rd Period
Conference 11 0 0
Fair 0 0 0
User Recruiting 0 0 0
Workshop 7 0 0
Dissemination 0 0 0
Informal dialogue 12 0 0
Presentation 20 0 0
Poster 3 0 0
Total 53 0 0
A full list of events can be found in Appendix A.
2.3.8 Set of public presentation slides
To support individual partners in presenting the project to external parties, a set of
standard project presentation slides has been developed. They will be regularly updated as outcomes and experiences become available from the project. This standard project
presentation is intended to serve as a general template that is to be adapted by partners
on a case by case basis to the specific needs of the audience to be addressed in a
particular case.
The aim is that the project partners will use the standard project presentation slides to
develop different types of presentations in the course of the project:
General presentation presenting the project in overview format.
Pilot site specific presentations (each using the same format and structure) as stand-alone presentations which can easily be included into the general
presentation, which would allow mixing and matching slides as needed.
IT system / services specific presentation highlighting and presenting the different
IT-based services solutions (more a technical presentation).
Evaluation specific presentation, showing the methodological approach and (later in the project) the results achieved in the zero measurement, early and late
evaluation phase.
Business case / plan specific presentation. This will come towards the end of the
project.
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As these presentations are developed, they will be shared with and made available to the
consortium.
2.3.9 Publications
As part of the dissemination activities, several possible means of publications were discussed with the project:
Newsletters.
Books and journals.
Newspapers.
The proposals made to the consortium can be found in Appendix C & D.
Although the project is only in its first year, 10 publications could already be achieved.
Most of them are directed to the general public, but there is already one scientific
publication directed to experts.
Table 7: Publications in the first year
Partner Date Type Name of the publication
FER 01.10.14 International
Journal
Article
Kovač, Mario,” E-Health Demystified: An E-
Government Showcase”, IEEE Computer , 2014
(2014) , 10; 34-42
VENETO 18.06.14 Corriere
delle Alpi - Regional
daily
newspaper
Servizi sul territorio agli anziani, l'ULSS2 selezionata
dall'Europa - Il Feltrino sarà uno dei sei siti pilota per un progetto innovativo di assistenza dei pazienti
cronici; accertamenti e prelievi verranno compiuti a
domicilio di un'ottantina di persone oltre i 65 anni.
[Territorial services to elderly people, the LHA 2
selected by the European Commission - Feltre will host one of the six pilot sites of an innovative
project on chronic patients' assistance;
examinations at home for 80 people over 65]
VENETO 19.06.14 Corriere
delle Alpi -
Regional daily
newspaper
Bond: "Progetto europeo sugli anziani, merito
all'ULSS2 [Regional Councilman Bond:
Congratulations to LHS2 for the European project on elderly people]
VENETO 19.06.14 Il Gazzettino
- Regional
daily
newspaper
Assistenza ad anziani e cronici, Santa Maria del
Prato tra i migliori [Assistance to elderly and chronic
patients, Santa Maria del Prato among the best]
VENETO 17.07.14 Corriere
delle Alpi -
Regional daily
newspaper
Telemedicina, un progetto che fa scuola in Europa -
Delegazioni da Germania e Spagna per osservare il
modello clinico-assistenziale [Telemedicine, a project for creating a new model in Europe - Study
visit from Germany and Spain to observe the clinical
care pathway]
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Partner Date Type Name of the publication
VENETO 17.07.14 Il Gazzettino
- Regional
daily newspaper
L'ULSS modello di assistenza: Europa a scuola in
città. Ricercatori spagnoli e tedeschi in missione per
studiare gli indirizzi di politica sanitaria. La delegazioen in visita nella sede del Servizio
Domiciliare. [The LHA2 model of assistance:
European study visit in Feltre. Spanish and German
researchers visited the LHA2 to study the clinical model. The delegation visited also the Homecare
Service]
VENETO 11.09.14 Corriere
delle Alpi -
Regional
daily newspaper
Telemedicina per ottanta pazienti [Telemedicine for
80 patients]
VENETO 21.09.14 Newspaper/
Magazine
ULSS2, telemedicina per ridurre i ricoveri. In
partenza l'assistenza a casa dei pazienti per la broncopneumopatie, malattia invalidante. [LHA2.
telemedicine for reducing the hospitalisation.
Developing a homecare service for COPD, a
crippling disease]
VENETO 03.12.14 Corriere
delle Alpi - Regional
daily
newspaper
Fusello lascia il settore sociale dopo averlo
potenziato [Fusello leaves the Social and Territorial services after enhanced it] (CareWell mentioned)
VENETO 10.01.15 Newspaper/
Magazine
Modolo guarda ai fondi europei. Cambio della
guardia all'ULSS2: il nuovo direttore sociale
annuncia attenzione alla ricerca di risorse [Modolo looks at European funds. Change in the top
management of LHA: the new director of social and
territorial services looks at fund-raising.] (CareWell
mentioned)
2.3.10 Give-aways
Give-aways are an excellent means to increase the visibility of the project and to attract
our target groups to our project website / twitter account. Dissemination WP lead has
calculated the costs for the different give-aways mentioned below, and will produce them in the context of a bigger event mid 2015 to ensure that they are fit for purpose.
Pens.
Stickers.
Key fobs.
Post-it’s.
Bags.
2.3.11 Videos
Videos are used to communicate project news and background information in an
appealing format, complementing the use of textual content.
Video production is usually done by the Dissemination WP lead, but videos can also be
produced or provided by project partners to be embedded on the website. The content
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side of video production is done by staff members actively involved in project work,
including script writing, arranging interviews or on-location shots, carrying out
interviews, content editing in post-production, and quality check prior to publication.
Technically, video is recorded either in 4k (3840x2160), 29.97fps PAL or FullHD (1920*1080), 29.97fps PAL, rendered as FullHD for publication. Different frame rates
may be used in recording for special effects (e.g. slow-mo) or to avoid screen flickering
(e.g. when recording computer screens or under neon light). Audio is usually recorded on
separate audio recorders, using directional microphones to reduce pickup of background noise. Post-production usually consists of editing, image stabilisation and optimisation,
audio cleaning and rendering, using professional grade software from the Adobe Creative
Suite family. A video intro and outro were produced, using elements of the overall
project design as well as the project logo, in order to facilitate identification across media. Videos are scored with a signature music track that is also the same across all
videos produced.
Videos are published on YouTube in a dedicated playlist for the project, reachable via:
https://www.youtube.com/watch?v=TxGRFUXUXaQ&list=PLVBzL7WI9g036Uv4ShR_pLZX
xwePcHqc5 . Videos are also embedded on the project website, as part of a news item and on the pilot region pages. Each video is also tweeted via the project’s Twitter
account.
Figure 9: Screenshots of video intro and outro
Figure 10: Video embedded in a news item on the website
In the first project year, the project produced and published twelve videos, with a thirteenth one on a visit of the pilot site in Zagreb being in the post production at the
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time of the writing of this deliverable. The first two videos published document the
project’s kick-off meeting and a visit to the Basque e-Health Centre in Bilbao. The
following three videos have been shot on a different occasion, but again in Bilbao, and
present a telemonitoring experience from a patient’s perspective. A sixth video was then produced about the Lower Silesia-Saxony Innovation Forum on Active and Healthy living,
capturing some impressions of this conference. At the occasion of the pilot site visit in
Bari, another three videos have been produced introducing the local team of healthcare
professionals, as well as providing another patient perspective on the service in place. Two videos have been produced about a pilot site visit to Powys, Wales, where
healthcare professionals were invited to discuss service requirements and present their
expectations from CareWell. For the time being, a final video covering the visit of the
Veneto pilot site has been published.
Figure 11: Screenshot from video of the Bari pilot site visit
2.3.11.1 Videos by Partners
More and more, videos are becoming a means of communication. So partners are also
producing videos presenting their pilot site. These are in the national language, and thus
can be directed more to users and professionals.
Figure 12: Screenshot from video of the Veneto pilot presentation
2.4 Engaging with EIP B3 and other relevant initiatives
Engaging with EIP AHA and other relevant initiatives is a dedicated task in WP8.
There are a number of initiatives (among which are EU-funded pilot projects and the EIP
Action Group B3 on integrated care) that lend themselves as sources of good practice
examples, experience and hard evidence from which new adopters of integrated care
(including the CareWell pilots) can learn. Based on this, and the high degree of
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connectedness and continuity among partners involved in these early adopter pilots, the
B3 Action Group, and CareWell pilot sites, the project will pursue a dedicated learning
approach to ensure that: this potential is realised; avoidable mistakes are not repeated;
and more generally, the quality of CareWell outcomes is improved. The seven CareWell pilot sites intend to become themselves sources of knowledge (or “teachers”) for any
future adopters of integrated care in the European Union and elsewhere, submitting
relevant documents and guidelines to a wider, open knowledge base.
The combined learning approach to be adopted for this is depicted in the figure below, and described in some detail in the following.
Figure 13: CareWell combined learning approach
During the first year of CareWell (in which the services at the pilot sites were set-up), the
pilot regions were provided with access to relevant material (use cases, service models,
evaluation results, deployment guidelines etc. good practice) from the early adopter
pilots of CommonWell, INDEPENDENT, EIP AHA, BeyondSilos and SmartCare. In addition, a training school was held in October 2014 in Lisbon, bringing together representatives of
early adopters and CareWell pilots.
When first results of the CareWell pilot evaluation become public (with D7.2 Interim
process evaluation report), the project will begin to feed results into a common and open knowledge base, to which the results of CommonWell, INDEPENDENT, EIP AHA and
SmartCare will also be joined.
During the entire duration of the project, CareWell will be particularly in close
collaboration with the EIP on AHA Action Group B3 by exchanging relevant materials, making targeted inputs based on project outcomes, and participating in meetings of the
Action Group. Possibilities to jointly develop the open knowledge base together with the
Action Group will be discussed and, if agreed, realised.
All action areas of the Action Group B3, illustrated in the following figure, are of great
interest to CareWell, and their activities are being closely monitored.
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Figure 14: EIP AHA B3 Action Areas
Many of the CareWell regions and partners are committed to key areas of B3, and are
thus in an excellent position to provide significant contributions:
Kronikgune is coordinating Action Area (AA) 4 “Risk Stratification”.
Puglia is coordinating Action Area 6 “Citizen Empowerment” and contributing to several other AAs.
RSD is contributing to Action Area 1 “Organisational Models” (task: Identify
different organisational models supporting integrated care delivery via good
practice examples, and development of tools and practical tips for organisational development), Action Area 5 “Care Pathways” and Action Area 6 “Citizen
Empowerment” (task evaluation).
Veneto, IRH, Powys are contributing to several Action Areas.
empirica is following Action Area 5 “Care Pathways” and Action Area 7 “ICT tools”.
Table 8: EIP Action Areas in B3 and contribution by CareWell
Nr B3 Action Area Expected CareWell
contribution
1 Organisational Models √
2 Change Management √
3 Workforce Development, Education and Training √
4 Risk Stratification √
5 Care Pathway Implementation √
6 Patient Empowerment √
7 ICT Teleservices √
8 Finance, Funding, Value Creation and Procurement √
9 Communication, Marketing and Dissemination √
Action Area
Change Management
Action Area
Workforce Development
Action Area
Risk Stratification
Action Area
Care Pathways
Action Area
Patient / User
Empowerment
Action Area
Organisational
Models
Actio
n A
rea
Fin
ance
/Fundin
g
Actio
n A
rea
D
issem
inati
on
Acti
on
Are
a
ICT
To
ols
By 2015Chronic Conditions’ Programmes
available at least 10% of target
population in at least 50 regions
By 2015 - 2020Integrated Care Programmes serving older
people, supported by innovative tools and
services, in at least 20 regions
SIP
TARGETS
2013 Monitoring impact and outcomes 2015
Toolkit Toolkit Toolkit
Toolk
itToolk
it
Toolkit Toolkit Toolkit
Increase the average number of healthy life yrs by 2 in the EU by 2020
Health status and quality of life Supporting the long term sustainability and efficiency of health and social systems Enhancing competitiveness of EU industry
Chronic Conditions Integrated Care
Implementation and Scale Up of Chronic Care + Integrated Care Programmes
Map of
partnership
models for
implementation
of Chronic and
Integrated Care
Programme
Map of best
practice
methodologies
to support the
implementation
of Chronic and
Integrated Care
Map of reusable learning resources
Stratification of the
population
Mapping Best Practices in the
EU regions
Map of coaching,
education and support
patient/user empowerment and adherence
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A detailed analysis will be conducted in order to identify common topics and goals.
Following this, a conference call between Dissemination WP Lead and B3 Action group
leaders will be organised, and bilateral conference calls between Action Area leaders and
WP Lead will take place.
2.5 CareWell Advisory Board
Following internal consultation and meetings to identify project needs for expert advice
and support, the CareWell consortium has established a) a Scientific Committee (SC),
directly supporting WP7 in evaluation matters, ensuring the quality of the evaluation, and
b) an Advisory Board (AB) of distinguished experts to provide advice on specific topics. The role of the Scientific Committee is clarified within WP7; here we briefly describe the
expertise of the Advisory Board members and the way of working with them.
It was agreed to hold virtual meetings and plan face-to-face meetings primarily around
other events such as project and WP meetings and workshops, including those by SmartCare and BeyondSilos projects, meetings organised by the EIP on AHA, in
particular Action Group B3 on integrated care, conferences, and other relevant events.
This will not only save resources, but also facilitate cross-fertilisation and wider
dissemination of outputs and lessons learnt.
The following table provides an overview of the experts’ involvement according to their
specific expertise.
Table 9: List of advisers
Expert name Topics
Prof Dr Dipak Kalra, Eurorec
Patient-centred use cases, interoperability
Prof. Jean Bousquet,
Univ. of Montpellier Care pathways
Bridget Moorman, Continua
Interoperability, service specification
Dr Albert Alonso Implementation
Prof Dr George Crooks, NHS 24
Multiplier, transferability
Dr Philippe Swennen,
AIM Incentives, reimbursement
The following briefly describes the contributing role of the experts, including a short bio.
1. Prof. Dipak Kalra is contributing expertise on patient-centred use cases in WP2 helping
to identify European lessons learned. He will advise on specific issues of
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interoperability in the context of WP4. First discussions have taken place, and a face-
to-face meeting is planned in Brussels, at the European Summit on Active and Healthy
Ageing, 9th-10th March 2015.
Bio: Prof. Dipak Kalra is President of the EuroRec Institute and plays a leading international role in research and development of electronic health record (EHR)
architectures and systems, covering requirements, information models, representation
of clinical meaning, and protection of privacy. He has led the development of the
international standards on EHR interoperability, security and confidentiality.
2. Prof. Jean Bousquet will support on organisational models, and in particular advise on
care pathways for integrated care.
Bio: Jean Bousquet is Full Professor of Pulmonary Medicine at Montpellier University,
France. He was Chairman of the WHO Global Alliance against Chronic Respiratory Diseases (GARD 2005-2013). He is leading MACVIA-LR (Fighting Chronic Diseases for
Active and Healthy Ageing in Languedoc Roussillon), a reference site of the EIP on
AHA. He leads the B3 Action Group on care pathways.
3. Bridget Moorman will contribute experience from several EU projects on telehealth,
homecare and integrated care. She will advise on specific issues of interoperability in the context of WP4.
Bio: Bridget Moorman is the Technical Manager to the Industry Advisory Teams for the
European projects of Renewing Health, United4Health and SmartCare, supporting the
Continua Health Alliance. She has 25 years’ experience in the clinical engineering field, and provides independent clinical engineering consulting services in the international
healthcare field. Clients include public administrations, healthcare organisations,
medical device and IT companies and SDOs
4. Dr Albert Alonso will advise on implementation, with particular focus on organisational and management issues. His long standing experience in studying new models of
healthcare for older people and those with complex needs will help develop guidance
for deployment.
Bio: Management and Organisation of Information Systems Postgraduate degree (Pompeu Fabra University, 1996). Responsible for the area of new models of
healthcare services supported by ICT at Innovation Directorate of Hospital Clinic,
Barcelona. Main work lines: definition, evaluation and deployment of new models of
healthcare provision with a special emphasis in integrated care models that use ICT.
Participation in numerous R&D projects since 1997, often as a member of the coordinating team. At present, local PI of the Homecare project (completion of
evidence base of integrated homecare and dissemination of research results) and
deputy of the coordinator for the Nexes project (large deployment and validation of
eHealth programmes for chronic patients with different pathologies). Regular lecturer in pre-graduate and post-graduate courses. Founder and scientific advisor for the
private company Linkcare Health Services, a spin-off created from the EU funded
Linkcare project.
5. Prof. George Crooks will help disseminate lessons learnt and advise on transferability and scaling up opportunities. Being the chair of the EIP on AHA Action Group B3 on
integrated care and President of EHTEL, he is well positioned to support the project in
this regard. CareWell partners are in regular contact with Prof. Crooks. A face-to-face
meeting is planned in Brussels, at the European Summit on Active and Healthy
Ageing, 9th-10th March 2015.
Bio: Prof. George Crooks joined NHS 24 in September 2006, and is now the Medical
Director of both NHS 24 and the Scottish Ambulance Service, as well as Director of the
Scottish Centre for Telehealth and Telecare (SCTT). He is President of EHTEL. George
is leading the EIP on AHA Action Group B3 on integrated care.
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6. Dr. Philippe Swennen was asked to advise on incentives and reimbursement,
contribute to better understanding the barriers to adoption and opportunities through
incentivisation. However, he very recently left AIM, and we will discuss the need and
possibilities for his replacement.
Bio: Dr. Philippe Swennen is Project Manager at AIM, the Association Internationale de
la Mutualité, an umbrella organisation of mutual benefit societies and health protection
organisations in Europe and in the world. Philippe is in charge of International Affairs
at AIM, and coordinator of the Working Groups for Health Systems Reform, Disease Management and Long Term Care / Healthy Ageing.
2.6 Future plans
2.6.1 Brochure
Creating a brochure about CareWell approaches and results offers a concise and visually-
appealing way to disseminate information to broad audiences. While this format requires
extensive simplification of information due to limited space, much of the information created through the research process includes visuals such as graphs and tables, which
are particularly adaptable for this format. The brochure is used to give the interested
target group an introduction to the project and its aims and achievements, and also
points the reader towards dissemination means that are subject to regular updating (such as the CareWell project website). This approach offers a chance for personal
interaction in academic, commercial and socio-economic conferences, EU organised
events, and conferences and trade fairs and exhibitions.
The project brochure will be developed towards the end of the project, when tangible results from the evaluation and exploitation are available.
2.6.2 Posters
The current view is to produce two project posters during the lifetime of the project.
They will be used at poster sessions at conferences and other events.
Project poster 1: It will be produced in Autumn 2015. Suggested main contents: Short description of background & the project, pilot sites, pathways.
Project poster 2: It will be produced at the end of 2016. Suggested main contents:
Short description of background & the project, pilot sites, evaluation & CBA results.
2.6.3 Show casing CareWell services
An effective dissemination means towards end users are case studies describing the CareWell services developed and piloted in the pilot regions, including the benefits and
stakeholders involved. The current plan envisages the development of case studies
following a common template provided to the pilot sites.
The current plan is to have case studies ready towards the end of the project.
2.6.4 Organisation of events
Throughout the lifespan of the project, CareWell will organise various (dissemination)
events on local, regional, national and European level.
2.6.4.1 Dissemination Workshops
An important part of the CareWell project is its dissemination to stakeholder groups that
are relevant to address when it comes to paving the way for the development of sustainable (and replicable) services. Relevant stakeholder groups that are to be
addressed of course differ from country to country, and for the different pilot sites,
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depending on how healthcare is organised on a country level, but also on the service
delivery processes. In most countries, however, public authorities and relevant ministries
are to be addressed to ensure (financial) sustainability of the services. Dissemination to
these stakeholder groups is conducted at each of the CareWell pilot sites.
The project follows a two-staged approach as regards the organisation of workshops to
support exploitation. The first stage comprises the first and second year of the project
and aims at paving the way (internally) for a robust and stable pilot. The second stage is
strongly orientated towards ensuring a sustainable service delivery and exploring the potential of upscaling, or even replication of the service elsewhere with relevant
stakeholders. This will be the focus in the third project year, when results from the
evaluation and cost-benefit analysis become available.
Figure 15: Two-staged approach for workshop conduction
In year 2 of the project, one or two workshops will be organised by pilot regions at
national level to enable interactive contact with stakeholders and potential replicators.
An approach for contacting relevant stakeholder groups will be developed which will be
followed by each pilot site. However, there are also adaptations necessary in order to
accommodate the different situations and circumstances at regional / national level.
Common steps of the approach are:
Identification of relevant stakeholder target groups for each of the CareWell pilot
sites.
Development and circulation of a CareWell project introduction letter / flyer to the
relevant stakeholders identified.
Contact of relevant stakeholders offering different ways of information exchange: Regular personal meetings and workshops are conducted.
Information is tailored to the requirements and needs of each organisation that has been
contacted, i.e. each organisation was offered the opportunity to select which type of
information it wants to receive.
A dedicated guiding document will be provided in early 2015.
2.6.4.2 Final conference
A high-profile final conference, potentially with TV coverage and simultaneous
interpretation in several languages, will be conducted to address a large audience. The
participation of a panel of international experts and opinion leaders from outside the Consortium is foreseen for this event.
The conference will take place in a major, easy-to-reach European city in a suitable
venue, in order to attract many visitors from the project’s target groups. The conference
Stage 1
Ensuring appropriate backing for pilot conduction and paving the way for sustainability
Robust and stable pilots
• Conduction of “internal” workshops at
• The council/service provider• Local/regional policy makers
• Third sector organisation(s)• Industry players
Stage 2
Ensuring sustainable services and potentials for up-scaling and replication
Sustainable services and potentially upscaling and replication of services
• Conduction of workshops with
• Internal & External service providers• Payers
• Industry players• Regional/national policy makers
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is envisaged to consist not only of presentations by project partners, but also
presentations of other projects and activities, key note speeches by societal
representatives, and a panel discussion between various experts and the audience. Good
coverage of the conference in online and traditional media will be sought.
Detailed planning and concept for the final conference will be developed by Kronikgune
with contributions from all other project partners.
2.7 Monitoring and reporting of dissemination activities
A dissemination reporting template has been developed and circulated to all partners to
report on dissemination activities. It will be circulated once a year. The reporting template will include instructions on how to complete the template, and will facilitate
overall reporting of dissemination activities. However, the template can also be applied
as a tool facilitating partners' dissemination planning.
The reporting template has been circulated to all project partners for the first time at the beginning of January 2015 for completion by the end of the month. As part of the
dissemination reporting, each partner was asked to upload any kind of document (e.g.
flyer, poster, article) used in the respective activity.
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3 Exploitation of results – towards viable
and sustainable services
3.1 Introduction
Exploitation in CareWell aims to make integrated care services:
Viable – working successfully.
Sustainable – maintaining a positive ratio of costs and benefits.
Scalable – working for all patients and not only the pilot population.
Focusing on a service instead of a product has several consequences for exploitation
planning. It puts an emphasis on the implementation environment and its impact on service delivery, as well as on the task of optimising the service configuration to work in
the given environment. Market aspects such as a competitor analysis are less relevant
because a decision to use products within the service has already been taken.
Therefore the tasks in WP8 on exploitation support are primarily designed to support the individual pilot regions in shaping an optimal service configuration under given local
circumstances. In that sense, work is primarily directed towards formative value case
modelling in a given multi-stakeholder service environment, rather than ex-post
evaluation of the pilot service under field conditions. The approach adopted for this
purpose, called ASSIST, has been developed by empirica over several EC funded projects. It has been refined and complemented, and now has a rich body of methods for
data gathering, stakeholder identification, indicator development and outcome indicators.
The approach is described in detail in Hammerschmidt, Meyer (2014)2. The final output
of this work at the end of the project will be evidence-based deployment plans for all pilot regions.
Another important aspect of exploitation planning is the European dimension, which
extends beyond the immediate deployment in the project’s pilot regions. It aims to
develop guidelines to deploy integrated care services incorporating an ICT component.
3.2 Approach to value case development
The following summarises the four steps that will be taken within the project to achieve
these goals in operational terms.
3.2.1 Step 1 – Stakeholder identification
Work starts with consolidating the initial assumptions made by the pilot sites on which
stakeholders will play a role in the service. Each pilot site has already made such general assumptions as part of the initial use case development (WP2). These will, however,
often require further elaboration and fine-tuning.
As a general rule, the value case should cover all stakeholders that are:
involved in the service, i.e. playing an active role; or
affected by the service, i.e. in a passive manner.
Both cases, active and passive, are characterised by a stakeholder experiencing any kind
of impact, negative or positive, due to the new or changed service.
2 HAMMERSCHMIDT, R. & MEYER, I. (2014). Socio-economic impact assessment and business models for
integrated eCare. In: MEYER, I., MÜLLER, S. & KUBITSCHKE, L. (eds.) Achieving Effective Integrated E-Care
Beyond the Silos. Hershey, PA: IGI Global. doi:10.4018/978-1-4666-6138-7
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Initial assumptions made about the stakeholder in a service show a tendency to neglect a
number of affected stakeholders. These concern reimbursement organisations, family
members of the patients or clients receiving the service, but also professionals. A
possible reason for this can be seen in the fact that the initial stakeholder model, being an instrument to plan service development and implementation, is primarily concerned
with stakeholders that have an active role. Individuals and organisations that will neither
deliver nor receive the service therefore do not play an essential role in these
considerations. With a view to sustainability and scalability, however, they may be of importance, in so far as they could support the service (if it is beneficial for them) or act
as veto players (if it causes them more costs than benefits).
Initial stakeholder models can also neglect individuals or organisations with a potential
active role in the service. This often concerns informal carers (family members, friends or neighbours), but also professionals outside the immediate care loop. Reasons for this can
be simple oversight, or an unawareness of the capacities and competencies of these
stakeholders, but also factual concerns e.g. about split of responsibility, skill levels, data
security etc. Similar to the case of the affected stakeholders, inclusion of additional
active stakeholders will usually have an impact on the entire service and can cause fundamental changes to the value model.
As the first step in the process, the stakeholder identification is conceived as a pragmatic
exercise which usually requires to be informed by the stakeholders at the site. Telephone
conferences are organised to arrive at reasonable assumptions about how the new service might in general impact on each stakeholder involved or affected. Usually it takes
several sessions until all stakeholders are identified. The process is supported in a one-
to-one manner by the task leader, who brings in supporting evidence from earlier
projects or literature to help the formulation of ideas or to check existing ideas against proven practice. In that sense, the work is largely reciprocal, combining local context and
pre-existing information.
With a view to the project’s work plan, the activities described above are part of the
viability assessment task.
3.2.2 Step 2 - Impact identification
The second step is to identify all relevant positive and negative impacts for each
stakeholder, as well as to define suitable indicators to measure each impact. Again, the
final shape of the impact model and indicator set depends largely on the local context.
On the one hand, the indicators need to make sense in relation to the locally implementable service configuration and any given framework conditions that cannot be
changed. At the same time, populating the indicator set with data needs to be practically
feasible under the given circumstances. Picking up the results of Step 1, work now is
more systematic, with a view to ensuring a full coverage of all relevant impacts and a
correct identification of the indicators for each. This is achieved by employing a causal chain linking the outputs and outcomes of the service to its impacts. For example, the
implementation of an EHR system into existing care processes (output) makes certain
information available to all professionals involved in the process (outcome). This in turn
may then lead to increased efforts for data entry and maintenance (negative impact) as well as to increased efficiency in service provision due to improved availability of relevant
data (positive impact). These impacts then create the value of the outputs and outcomes
for each stakeholder. Whereas the outcomes and outputs are neutral, impacts are
positive or negative. Indicators are then defined that allow the measuring of each impact. For the example just given, indicators for efficiency gains could for example measure the
time spent by a doctor on a patient consultation before and after the introduction of the
EHR. The efficiency gain would be commensurate to the time saved.
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Figure 16: Causal chain: From output to impacts.
Sometimes non-monetary impacts need to be realised to be of utility for a stakeholder.
Turning time savings into cost savings for example may necessitate a reduction in staff. Alternatively, in a growing service, efficiency gains can lead to a slower growth of staff
base compared to client base. Usually, there are different ways to realise a given benefit,
each with its own knock-on effects (e.g. public protest against staff lay-offs). Because of
the high number of alternative ways of benefit realisation, as well as their sensitivity to financial and political framework conditions, they are not a regular part of the value
model in a calculatory sense. Instead, options for benefit realisation are discussed in the
textual analysis of the value model (see Step 4).
Same as for Step 1, impacts and indicators are checked against knowledge gained from previous implementations or other sources. A key instrument for this applied in Step 2 is
the pre-defined cost-benefit indicator set described in section Error! Reference source
not found. below. Formally, this work is also part of the viability assessment task, and is
done in close co-operation with the evaluation WP to ensure that there is one coherent
set of indicators across the project, and that there is no duplication of indicators and work for the pilot sites. Practically, all indicators that are specific to the economic work
are also included in the overall indicator list maintained within the evaluation WP.
Figure 17: Summary of steps 1 Stakeholder model development & 2 Impact identification
3.2.3 Step 3 – Data collection
Data to populate the indicators defined in Step 2 usually comes from different sources.
Primary sources include all data collected directly in the course of the pilot, such as log data stored in ICT systems, administrative data, and time sheet data particularly
gathered for the purpose of the project. Also, end-user / staff related data is usually
gathered by means of a dedicated questionnaire applied towards the end of the pilot
duration. Where necessary, secondary data will be used, e.g. derived from official
Outp
ut Implementation of
an EHR system into existing care processes
Outc
om
e Information is available to all professionals involved in the process Im
pact Physicians have
more effort for better documentation
Nurses have less effort in care planning
Benefit re
alisation Less effort can and
needs to be utilised
•Cost reduction when nurses are laid off
•Increase in quality when nurses use their extra time to do more for one patient
•Reduce stress of nurses
•Treat waiting patients more timely
We leave secondary effects out because utilisation of benefits is the next step
• Individuals
• Providers
• Payers
Stakeholder identification
• All involved and affected stakeholders included?
Check against knowledge base • Positive &
Negative
• Financial, Resource, Intangible
Impact identification
• All impacts considered?
Check against knowledge base
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statistics, published studies or administrative databases. Depending on the individual mix
of sources to be exploited in a given case, information gathering may start prior to the
piloting stage and continue until the end of the project. Formally, this work is part of the
exploitation planning task, and is again done in close co-operation with the evaluation WP to ensure that there is an overall planning of all data collection and to avoid
duplication of data collection. Collection of case level data from patients / clients and
informal carers specifically for the exploitation work is done as part of overall data
collection in the evaluation WP, and case level data are collected in a joint database.
3.2.4 Step 4 – The value case: strength and weakness of the
service
The final step of the approach focuses on analysing the quantified costs and benefits for
each stakeholder. This includes the calculation of key performance measures such as
“socio-economic return”, “economic return” and “breakeven point”. It also includes
identification of the key “adjusting screws” that are available to the pilot service to further optimise the value case under the given conditions.
Overall, the analysis of the results will allow the pilot sites to:
Identify benefit shifts: These occur frequently when new services are being
introduced or existing ones are changed. Wherever such a change is to the disadvantage of a stakeholder, that one is likely to become a veto player which will
reduce the overall utility and performance of the service, especially if that
stakeholder holds a powerful role. To avoid veto players, it could become necessary
to find additional (financial) incentives for stakeholders who are experiencing costs but no immediate benefits from the service.
Justify investment: The analysis of the overall performance of the service will allow
responsible service managers and other decision makers to prove that the
investment (both in terms of money and time) is worthwhile.
Calculate break-even: When communicating the costs and benefits to involved
persons it is important to understand when the benefits surpass the costs. This will
allow preparing stakeholders for a prolonged phase of investment, again both in
terms of money (e.g. cost for equipment) and of time (e.g. staff time for training
and adapting to the new way of working). In integrated care, as in health and care in general, services may often take a comparatively long time to arrive at break-
even. Time spans between 5 and 7 years are not uncommon. This is especially the
case when a value case depends on the full-scale utilisation of the service, as
compared to a more limited pilot scale. A counter measure can be to think about quick wins for stakeholders affected by delayed benefits and high and early costs.
Understand service impacts: The understanding of all impacts (including secondary
and long-term effects) may offer a new perspective on the service that is led by an
economic and strategic view. This is a value in its own right, because it complements a technical and organisational point of view and explains and predicts
why stakeholders behave as they do.
This work again requires close collaboration with the pilot regions to link this analysis
with any strategic decisions potentially taken in that respect. Formally, this work is part
of the exploitation planning task, but is planned to deliver valuable inputs to the tasks of the Guidelines (T8.8) and the Deployment Planning (T8.9). Outcomes of this work will be
presented in the final documents of the work package (D8.4).
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Figure 18: Summary of steps 3 Data collection & 4 The value case
In the first year, the first two steps were tackled as described below. This is also
reflected by the task structure which places the first two steps in the viability assessment (T8.2) and the related exploitation planning (T8.1).
3.2.5 Reference database of potential cost-benefit indicators
The socio-economic impact assessment uses a pre-defined set of cost and benefit
indicators for different potential stakeholders in a service, covering service clients /
patients, informal carers, different types of health and care provider organisations, payers and the ICT industry. The pre-defined indicator set was specifically developed to
capture the impacts of integrated care services and to allow for the development of value
or business models in this field. It is however also applicable to other service concepts
that do not focus on vertical and horizontal co-operation of service providers.
The full reference database of potential cost-benefit indicators is contained in Annex 1.
The indicators cover the most common costs and benefits occurring in the
implementation of health and care services, including efforts for service development,
efforts for training (providing and receiving), costs for the procurement of hardware and
software and other material goods, costs for the procurement of supporting services (such as installation or maintenance), different types of quality and efficiency benefits, as
well as different types of revenue streams.
A core element consists of indicators covering the time spent (cost) on service provision
(for providers) and service use (for clients / patients and informal carers), as well as time liberated (benefit) e.g. due to more efficient work processes, avoided hospital stays or
visits to and by providers. This part of the indicator set is conceptually linked to the
Pathways for Integrated Care (short- and long-term) that are one of the outcomes of the
SmartCare pilot project, and that also form the basis for the services to be implemented
in CareWell and BeyondSilos. Common activities defined in the pathways were used to construct the respective indicators; an example is shown in Figure 19. For a more
detailed discussion of the pathways see Meyer, Müller et al. (2014).
The example shows a cost indicator for a fictitious community nurse providing home
healthcare to a certain patient group (Clients / Patients 1). The indicator is broken down into four areas of activity derived from certain activities in the pathway, as shown in
Table 10below. In the same manner, effort-related indicators for all stakeholders are
constructed.
•Expert estimates
•Secondary sources
Initial data population
•SWOT
•Adjust service model
Improve value case •Focusing on
critical data
Improve data accuracy
•Final value model for mainstream operation
Scale up
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Figure 19: From pathway to indicator: an example from BeyondSilos
Table 10: Mapping of activities in pathway to indicator (example)
Activity in pathway Activity indicator
Assessment of care recipient’s needs for long term home
care
Time spent on
assessment and care
planning
Initial integrated care plan
Coordination of integrated care delivery / revision of initial
integrated care plan
Shared documentation of home care provided
Monitoring / review / reassessment of care recipient’s needs
On-site / home provision of formal health care Time spent on care
provision
Remote provision of health & social care (telehealth,
telecare)
Time spent on remote
care / monitoring
Exit point: Disenrollment from CareWell service (ICP-
LTCare)
Time spent on discharge
planning
Together with the other cost and benefit indicators, the pre-defined set of indicators is
used to check and complement the impacts identified by the pilot sites and to arrive at a
contextualised indicator set, as described earlier in this deliverable. Data collected along
the variables of the indicator set then serve as an input to the calculation engine of the
ASSIST software tool in order to calculate different key performance measures, as shown
Personalised multi-provider service package
Entry point (2):
Referral by
social care
provider
Temporary
admission to
institution (e.g.
respite care)
Monitoring /
review /
reassessment of
care recipient’s
needs
Exit point:
Disenrollment
from
BeyondSilos
service (ICP-LTCare)
Entry point (1):
Referral by
health care
provider
Assessment of
care recipient’s
needs for long
term home care
Enrolment to
BeyondSilos
service (ICP-
LTCare)
Initial
integrated
care plan
Coordination of
integrated care
delivery /
revision of
initial integrated care
plan
On-site / home
provision of
formal social
care
Remote
provision of
health & social
care
(telehealth, telecare)
Shared
documentation
of home care
provided
On-site / home
provision of
formal health
care
On-site / home
provision of
informal care
Entering into service Receiving continuous personalised care Leaving service
Major
exacerbation /
deterioration in
functional
status leading to hospital
admission
Exacerbation /
deterioration in
functional
status managed
at home
Pathway:
Integrated
Home Support
after Hospital
Discharge
Negative impacts Unit Time period
Extra staff time for service provision by Community nurses 1 to Clients / Patients 1 - actual time
Average (extra) time spent by Community nurses 1 on assessment and care planning for Clients / Patients 1
min per session
Number of (extra) assessment and care planning sessions of Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 providing care to Clients / Patients 1
min per session
Number of (extra) care sessions with Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 on discharge planning for Clients / Patients 1
min per session
Number of (extra) discharge planning sessions of Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 on remote care / monitoring for Clients / Patients 1
min per session
Number of (extra) remote care / monitoring sessions of Clients / Patients 1 done by Community nurses 1
number per year
Path
wa
yIn
dica
tors
3
2
4
1
1
2
1
1
3
4
11
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in the figure below. For a description of the mathematics and the calculation of the
performance measures see Hammerschmidt and Meyer (2014, p. 154).
Figure 20: From data to performance measures
3.3 Initial value models per site
The initial value models document for each site which stakeholders are involved or affected by the integrated care service, and which impacts can be assumed to result from
the changes introduced in CareWell. As explained in section 3.2 above, the models
document steps 1 and 2 of this approach.
In the following, an example is given to explain the graphical appearance. The blue boxes
are individual persons, the grey boxes are economic entities. The service component introduced in CareWell (an output of CareWell) is displayed in the round blue shapes. The
dashed line indicates the flow of information or the service.
Figure 21: Example value model
In this example, a field nurse (blue box) works in a field nurse organisation which is part
of a regional healthcare centre (grey box). In CareWell, digital educational material and
an empowerment programme are introduce. Now the nurses can hand out quality
Negative impacts Unit Time period
Extra staff time for service provision by Community nurses 1 to Clients / Patients 1 - actual time
Average (extra) time spent by Community nurses 1 on assessment and care planning for Clients / Patients 1
min per session
Number of (extra) assessment and care planning sessions of Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 providing care to Clients / Patients 1
min per session
Number of (extra) care sessions with Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 on discharge planning for Clients / Patients 1
min per session
Number of (extra) discharge planning sessions of Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 on remote care / monitoring for Clients / Patients 1
min per session
Number of (extra) remote care / monitoring sessions of Clients / Patients 1 done by Community nurses 1
number per year
Positive impacts Unit Time period
Resource liberation for Community nurses 3 in service provision to Clients / Patients 1 - actual time
Average time saved by Community nurses 3 on assessment and care planning for Clients / Patients 1
min per session
Number of assessment and care planning sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 providing care to Clients / Patients 1
min per session
Number of care sessions with Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 on discharge planning for Clients / Patients 1
min per session
Number of discharge planning sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 on remote care / monitoring for Clients / Patients 1
min per session
Number of remote care / monitoring sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Negative impacts Unit Time period
Extra staff time for service provision by Community nurses 1 to Clients / Patients 1 - actual time
Average (extra) time spent by Community nurses 1 on assessment and care planning for Clients / Patients 1
min per session
Number of (extra) assessment and care planning sessions of Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 providing care to Clients / Patients 1
min per session
Number of (extra) care sessions with Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 on discharge planning for Clients / Patients 1
min per session
Number of (extra) discharge planning sessions of Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 on remote care / monitoring for Clients / Patients 1
min per session
Number of (extra) remote care / monitoring sessions of Clients / Patients 1 done by Community nurses 1
number per year
Negative impacts Unit Time period
Extra staff time for service provision by Community nurses 1 to Clients / Patients 1 - actual time
Average (extra) time spent by Community nurses 1 on assessment and care planning for Clients / Patients 1
min per session
Number of (extra) assessment and care planning sessions of Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 providing care to Clients / Patients 1
min per session
Number of (extra) care sessions with Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 on discharge planning for Clients / Patients 1
min per session
Number of (extra) discharge planning sessions of Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 on remote care / monitoring for Clients / Patients 1
min per session
Number of (extra) remote care / monitoring sessions of Clients / Patients 1 done by Community nurses 1
number per year
Negative impacts Unit Time period
Extra staff time for service provision by Community nurses 1 to Clients / Patients 1 - actual time
Average (extra) time spent by Community nurses 1 on assessment and care planning for Clients / Patients 1
min per session
Number of (extra) assessment and care planning sessions of Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 providing care to Clients / Patients 1
min per session
Number of (extra) care sessions with Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 on discharge planning for Clients / Patients 1
min per session
Number of (extra) discharge planning sessions of Clients / Patients 1 done by Community nurses 1
number per year
Average (extra) time spent by Community nurses 1 on remote care / monitoring for Clients / Patients 1
min per session
Number of (extra) remote care / monitoring sessions of Clients / Patients 1 done by Community nurses 1
number per year
Positive impacts Unit Time period
Resource liberation for Community nurses 3 in service provision to Clients / Patients 1 - actual time
Average time saved by Community nurses 3 on assessment and care planning for Clients / Patients 1
min per session
Number of assessment and care planning sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 providing care to Clients / Patients 1
min per session
Number of care sessions with Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 on discharge planning for Clients / Patients 1
min per session
Number of discharge planning sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 on remote care / monitoring for Clients / Patients 1
min per session
Number of remote care / monitoring sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Positive impacts Unit Time period
Resource liberation for Community nurses 3 in service provision to Clients / Patients 1 - actual time
Average time saved by Community nurses 3 on assessment and care planning for Clients / Patients 1
min per session
Number of assessment and care planning sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 providing care to Clients / Patients 1
min per session
Number of care sessions with Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 on discharge planning for Clients / Patients 1
min per session
Number of discharge planning sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 on remote care / monitoring for Clients / Patients 1
min per session
Number of remote care / monitoring sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Positive impacts Unit Time period
Resource liberation for Community nurses 3 in service provision to Clients / Patients 1 - actual time
Average time saved by Community nurses 3 on assessment and care planning for Clients / Patients 1
min per session
Number of assessment and care planning sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 providing care to Clients / Patients 1
min per session
Number of care sessions with Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 on discharge planning for Clients / Patients 1
min per session
Number of discharge planning sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 on remote care / monitoring for Clients / Patients 1
min per session
Number of remote care / monitoring sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Positive impacts Unit Time period
Resource liberation for Community nurses 3 in service provision to Clients / Patients 1 - actual time
Average time saved by Community nurses 3 on assessment and care planning for Clients / Patients 1
min per session
Number of assessment and care planning sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 providing care to Clients / Patients 1
min per session
Number of care sessions with Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 on discharge planning for Clients / Patients 1
min per session
Number of discharge planning sessions of Clients / Patients 1 saved by Community nurses 3
number per year
Average time saved by Community nurses 3 on remote care / monitoring for Clients / Patients 1
min per session
Number of remote care / monitoring sessions of Clients / Patients 1 saved by Community nurses 3
number per year
n
i i
i
tc
tb
1 )(
)(
-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
Overall cumulative socio-economic return
Raw data Calculation Performance measures
Field Nurse
Empowermentprogramme
Digitallyaccessible
educationalmaterial
Time fortraining
(-)
Greateraccuracy of
patient data (+)Increased jobsatisfaction(+)
Adaption time for use ofnew technology (-)
Time saved on patient
education
sessions (+)
Patient
Empowered / increased self-
management (+)
Time foreducationaltraining (-)
Costs for training (-)
Costs forequipment (-)
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assured educational material to a patient in digital format. The patient sees this on his
TV. In this example, information is delivered by the nurse to the patient.
The circular lines display the impact assumed to be the result of the CareWell service.
Impacts are always on a stakeholder. So for example, the nurses will need to invest in time for training. For the employer of the nurses, the regional healthcare centre, this is
an investment in the working time of nurses. For the nurses, this is adding another task
to the things they need to manage during their working time. It is pressuring them. For
that reason, this is regarded as an intangible cost. Intangible impacts are dotted lines. For the employer this is a reduction of its time resources. Resource impacts are dashed
lines. Both take away time and thus are negative impact which are display in orange. The
positive result of the digital empowerment programme is many-fold in this example. The
first is increased empowerment and self management of the patient; A positive but intangible impact for the patient which is displayed as a blue dotted line. In turn, the
nurses can be expected to be freed from patient education sessions which gives them
time. A positive resource impact displayed as blue dashed line. Another impact could be
better accuracy of patient information. When patients understand better their disease,
they might also be able to better communicate. This could turn into a positive resource impact for the nurses as well. In essence, all these measures might also have an impact
on the working satisfaction of the nurse; if this turns out to be positive or negative
remains to be seen. This information will be elicited from interviews with nurses at a later
stage of the project, when nurses have experienced the service and have overcome the first hurdles of adapting to the service.
3.3.1 Basque Country – Spain
Figure 22 below describes the stakeholders expected to be impacted by the service
components that will be introduced or adapted for the purposes of CareWell in the
Basque Country. In addition, the arrows describe the flow of information / service between stakeholders via the service components. In the Basque Country, the service
components include:
CRM (Customer Relationship Management Service); a workflow for pathways. CRM
will be extended in CareWell to include a telemonitoring module, transmission of telemonitoring data automatically from CRM to the EHR and inclusion of the eHealth
Centre into CRM for telemonitoring alarm management.
Extension of telemonitoring service to a wider spectrum of patients and healthcare
professionals.
Improvement and extension of access to the EHR, specifically but not limited to the
eBook; shared common space for primary and secondary care professionals in EHR.
Extension of ePrescription service so that primary and secondary care can access
the same space where patient's pharmacological treatment is described.
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Figure 22: Basque Country stakeholders and CareWell service components
The figure below describes the positive and negative impacts of the above described
CareWell service components on relevant stakeholders across the Basque healthcare system. Impacts include: cost impacts such as the costs to implement and carry out the
social integration questionnaire, borne by the short-term hospital when the hospital
nurse administers the questionnaire; resource impacts such as the extra time a telecare
centre will have to take to monitor clinical parameters due to the increase of patients as
the telemonitoring service is expanded to a wider spectrum of patients; and intangible impacts such as the empowerment that patients will gain through being actively involved
in their care through taking telemonitoring measurements and being able to follow their
telemonitoring data via the EHR.
Reference internist
Hospital pharmacist
Hospital Nurse
Other Specialists
Hospital Social Care Worker
Hospital Liason Nurse
Emergency room/Day care hospital
Council Social worker
Telecare CentreOperator
Patient
Informal Carer
eHealth Centre Nurse
Community pharmacist
EHR
CRM
EHR
ePrescription
Telemonitoring
Refernce internist
Hospital pharmacist
Hospital Nurse
Specialist
Discharge LiasonHospital Nurse
Hospital Social Care Worker
General Practitioner Primary Care Nurse
Advanced Practice Nurse
Emergency/Transportation
AFZ1
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Figure 23: Basque Country mapping of stakeholder impacts
3.3.2 Lower Silesia – Poland
The below figure describes the stakeholders expected to be impacted by the service
components that will be introduced or adapted for the purposes of CareWell in Lower Silesia. In addition, the arrows describe the flow of information / service between
stakeholders via the service components. In Lower Silesia the service components
include:
A directory of educational websites.
ePrescription will be extended to give patients and informal carers quick access to
information on prescriptions and drug history.
Internet Patient Account (IKP) will provide patients and informal carers with quick
access to their medical information.
Introduction of a telemonitoring service.
Primary and secondary care professionals’ access to a central Electronic Care
Record (ECR) discharge report.
Reference internist
Hospital pharmacist
Hospital Nurse Specialist
Telecare CentreOperator
Patient
Informal Carer
GP
Primary Care Nurse/Advanced Practice Nurse
eHealth Centre
Reference internist
Community pharmacist
Hospital pharmacist
Hospital Nurse Specialist
Avoided time for travelling(+)
Avoided costs fortravelling (+)
Avoided time fortravelling (+)
Avoided costs fortravelling (+)
Cost for clinicalassessment / therepeutic plan (-)
Time & cost forincreasing follow upcalls (-)
Time & cost for increasingtelemonitoring (-)
Avoided costs andtime for reducedadmissions (+)
Cost for socialintegrationquestionnaire(-)
Hospital SocialCare Worker
Time & cost forcoordination ofspecialists (-)
Reduction in costsdue to bettercoordination (+)
Cost for follow upplan(-)
Better coordination with primary care(+)
Time for training / education of
patient(carer (-)
Time for clinicalassessment / therepeutic plan (-)
Time of serviceprovision on average -per patient basisreduced (+)
EHR
CRM
EHR
ePrescription
Time for socialintegrationquestionnaire(-)
Time for follow upplan(-)
Time for loggingbiometric measures (-)
Cost for clinicalassessment / therepeutic plan (-)
Time for readingextra information (-)
Cost of service provisionon average -per patientbasis reduced (+)
Time for reading / utilising extra information (-)
Telemonitoring
Empowered andpart of the careprocess(+)
Time for coordination ofspecialists (-)
Time for clinicalassessment / therepeutic plan (-)
Reduction in time due to bettercoordination (+)
Improved careprovision(+)
Better informedabout patientscare (+)
Better informeddecision making(+)
Better informeddecision making(+)
Reassured aboutcare provision / quality (+)
Discharge LiasonHospital Nurse
Hospital SocialCare Worker
Pharmacologic follow up in the community pharmacy(+) with reduction of visits to the primay care (+)
Pharmacologic follow up(+)
Reduction ofttime due to a better coordination(+)
Reduction of primary care visits(+)
Hospital Liason Nurse
Time for training / education of
patient/carrer (-)
Reduction in time due to better coordination(+)
Better coordination with subacute hospital(+)
Emergency/Transportation
Permanent follow up to the patient(+)
Reduction of hospital admisions(+)
Emergency room/Day care
hospitalReduction of hospital admissions(+)
Time & cost for coordination with primary care (-)
Reduction of primary care visits(+)
Council Social workerBetter activiation of social resources(+)
Better activiation of social resources(+)
Time for monitroing the clinic parameters(-)
Permanent follow up to the patient(+)
Time for social integrationquestionnaire(-)
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Figure 24: Lower Silesia stakeholders and CareWell service components
ECR-Discharge
Report
Telemonitoring
GP
Costs savedthroughavoidedrepeat
examinations(+)
Avoidedrepeat
examinations(+)
Costs fortraining (-)
Better informed / better decision =
improvedconfidence (+)
Feels service hasimproved makingfor higher jobsatisfaction (+)
Time fortraining (-)
Time for use oftelemonitoring
service (-)Costs fortelemonitoringequipment (-)
Time savedthrough avoided
repeatexaminations (+)
Environmental Nurse
Costs saved throughreduced / shorter visits to
patient as self-management improves (+)
Higher jobsatisfactionas feels careprovision hasimproved(+)
Costs for trainingfor
telemonitoring(-)
Long Term Care Nurse
Higher jobsatisfactionas feels careprovision hasimproved(+)
Time forreading /
utlising extra information(-)
Time fortraining (-)
Time for trainingpatients in use oftelemonitoring (-)
Time for use oftelemonitoring
service andtraining patient(-)
Time forreading /
utlising extra information(-)
Time fortraining (-)
Costs saved throughreduced / shorter visits to
patient as self-management improves (+)
Time savedthrough
reduced / shorter visitsto patient as
self-managementimproves (+)
Time for use oftelemonitoring
service andtraining patient(-)
Time for trainingpatients in use oftelemonitoring (-)
Time savedthrough
reduced / shorter visitsto patient as
self-managementimproves (+)
Figure 25: Lower Silesia mapping of primary care stakeholder impacts
The figure above describes the positive and negative impacts of the above described
CareWell service components on the primary care stakeholders in the Lower Silesian
Patient
GP
Specialist
Informal Carer
ECR-Discharge
Report
Directory ofeducational
websites, ePrescription
and IKP
Telemonitoring
Long Term Care Nurse
Nurse
Environmental Nurse
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healthcare system. Impacts include: cost impacts, such as the costs for telemonitoring
equipment, borne by GPs; resource impacts, such as the time required to train long term
care nurses and environmental nurses to use the telemonitoring equipment; and
intangible impacts, such as higher job satisfaction for all healthcare professionals in primary care, as they are better informed due to access to telemonitoring data and the
ECR discharge report.
The figure below describes the positive and negative impacts of the above described
CareWell service components on the hospital care stakeholders in the Lower Silesian healthcare system.
Figure 26: Lower Silesia mapping of hospital care stakeholder impacts
Specialist
Avoidedrepeat
examinations(+)
Time fortraining (-)
Costs saveddue to
avoidedrepeat
examinations(+)
Job satisfaction
: betterinformed /
betterdecision
making(+)
Nurse
Increasedconfidence: betterinformed / better
decision making(+)Increased jobsatisfaction: improvedcareprovision(+)
ECR-Discharge
Report
Costs saved(+)
Time saved (+)
Time saved due to avoided
repeatexaminations (+)
Time fortraining (-)
Costs fortraining for
ECR dischargereport (-)
Time fortraining
patients (-)
Time for use oftelemonitoring
service (-)
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The figure below describes the positive and negative impacts of the above described
CareWell service components on patients and informal carers in Lower Silesia.
Figure 27: Lower Silesia mapping of patient and informal carer stakeholder impacts
3.3.3 Puglia – Italy
The below figure describes the stakeholders expected to be impacted by the service components that will be introduced or adapted for the purposes of CareWell in Puglia. In
addition, the arrows describe the flow of information / service between stakeholders via
the service components. In Puglia the service components include:
Introduction of Virtual Clinical Sessions where healthcare professionals are able to
contact each other to discuss cases via messaging service.
Introduction of video consultations.
All healthcare professionals and patients will be allowed access to EHR /
ePrescription via CarePuglia digital platform.
Access to Care Pathways / Plans: Vertical framework for new pathways for specific chronic pathologies within the CarePuglia web-based platform for care
management. The pathway allows the relevant healthcare professionals to have
access to the relevant documentation.
Extended use of Care Manager: The Care Manager is a specialised nurse in primary care setting who coordinates all the care management processes, and ensures
adherence to the care plan and therapy. In CareWell, the use of Care Managers will
be extended to a wider patient population.
Introduction of patient messaging service, where patients can message care professionals about their concerns instead of waiting for an appointment.
Extension of telemonitoring service to a wider spectrum of patients with the use of
new devices.
Educational material from Care Managers will now be made available to patients
and informal carers online.
Better informedabout patientscare (+)
Avoided time for travel (+)
Patient
Informal Carer
Avoided costs fortravel due to
reduced visits tohealthcare
professionals/patient (+)
Directory ofeducational
websites, ePrescription
and IKP
Avoided costsfor travel (+)
Avoided time for travel (+)
Empowered / better
informed (+)
Time readingabout care (-)
Time for takingtelemonitoringmeasurements
(-) Time foreducationalmaterials(-) Telemonitoring
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Figure 28: Puglia stakeholders and CareWell service components
The figure below describes the positive and negative impacts of the above described
CareWell service components on the primary care stakeholders in the Puglia. Impacts
include: cost impacts, such as the costs for additional telemonitoring equipment, borne
by the primary care service; resource impacts, such as the time for additional training
required for Care Managers to use of new telemonitoring devices, or to train additional Care Managers; and intangible impacts, such as higher job satisfaction for all healthcare
professionals in primary care due to happier patients, as the patients are better
informed, better supported and more involved in their care through the various CareWell
service components.
GP
Specialist
NursePatient
Extended use of Care Manager in CareWell
Informal caregiver
Access toCare
Pathways / Plans
Videoconsultations
Virtual Clinical
Sessions
Care Manager
Telehealth Emergency
Worker
Online Educational
material
Patient messaging
professionalsabout
concerns
DistrictSpecialist
A&E Clinican
A&E Nurse
Extension oftelemonitoring
service
Access to EHR via CarePuglia
digital platform
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Figure 29: Puglia mapping of primary care stakeholder impacts
GP
Care Manager
Time forVirtual Clinical
Sessions(-)
Time forvideoconsultations
(-)
Time saved on avoidingrepeat
examinations(+)
Time forpatient
messaging(-)
Shorter consultationsas both GP & patient betterinformed (+)
Time forreading
additional information in CarePuglia (-)Time for
patientmessaging
(-)
Increasedjob
satisfactiondue to
happierpatients(+)
Time forreading
additional information in CarePuglia (-)
Time saved on reduced
patient homevisits-
messaging / video
consultation / more self-
management(+)
Time forreading
additional information in CarePuglia (-)
Time forpatient
messaging(-)
Increasedjob
satisfactiondue to
happierpatients(+)
Costs savedon reduced
patienthome
visits(+)
Shorter consultations
as patientbetter
informed (+)
Less consultations due toincreased use of Care
Manager / patient self-management (+)
Costs savedon avoiding
repeatexaminations
(+)
Time savedon reduced
patienthome
visits(+)
Adaption time fornew service
elements / devices (-)
Adaption time for new
serviceelements / devices (-)
DistrictSpecialist
Costs foradditional
telemonitoringservice (-)
Costs foradditional
telemonitoringdevices (-)
Revenue for additional telemonitoring(+)
Time foradditional
telemonitoring(-)
Patient messaging
professionalsabout concerns
Extension oftelemonitoring
service
Online Educational
materialExtended useof Care
Manger in CareWell
Videoconsultations
Access to EHR via CarePuglia digital
platform
Virtual Clinical
Sessions
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The figure below describes the positive and negative impacts of the above described
CareWell service components on hospital care stakeholders in Puglia.
Figure 30: Puglia mapping of hospital care stakeholder impacts
Specialist
Nurse
Access to EHR via CarePuglia
digital platform
Videoconsultations
Virtual Clinical
Sessions
Time for readingextra informationvia CarePuglia(-)
Time saved due to less admissionsdue to increased use of telecardiology
/ Care Manager (+)
Time for virtualclinical sessions (-)
Shorter consultations asboth Specialist &
Patient betterinformed(+)
Time saved on avoiding repeatexaminations (+)
Time for readingextra information
in EHR / via CarePuglia(-)
Shorter consultations asboth Specialist &
Patient betterinformed(+)
Increased job satisafactionas better informed & happier , empowered
patients (+)
Increased job satisafaction (+)
Costs saved on avoiding repeatexaminations (+)
Adaption time for newservice elements (-)
Time forvideoconsultation
(-)
Adaption time for newservice elements /
devices (-)
Extension oftelemonitoring
service
Less admissionsdue to
telemonitoring / increased use ofcare manager(+)
Time foradditional
telemonitoring(-)
Revenue for additional telemonitoring (+)
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The figure below describes the positive and negative impacts of the above described
CareWell service components on patients and informal carers and their respective
representative organisations in Puglia.
Figure 31: Puglia mapping of patient and informal carer stakeholder impacts
3.3.4 Veneto Region – Italy
The below figure describes the stakeholders expected to be impacted by the service components that will be introduced or adapted for the purposes of CareWell in Veneto. In
addition, the arrows describe the flow of information / service between stakeholders via
the service components. In Veneto the service components include:
Introduction of Patient’s dashboard application: The dashboard will allow the sharing of patient information among all professionals. Different profiles in the ICT
system will be created in relation to the role of the professional. Depending on the
role, it will be possible to have a different level of access to information. A specific
change will be inclusion of GP access to the dashboard, which they currently do not
have.
Modification of pathways to the multidisciplinary assessment unit: The
multidisciplinary assessment unit creates and tailors the personalised care plans for
the care of frail, chronic patients. Pathways to access the multidisciplinary unit will
be modified so that they are available online, and collect data directly from the patient dashboard.
Introduction of inter-consultations via electronic health record between healthcare
professionals.
Introduction of video consultations performed by homecare nurses.
Patient
Extended use of Care Manger in CareWell
Informal caregiver
Access toCare
Pathways / Plans
Extension oftelemonitoring
service
Online Educational
material
Patient messaging
professionalsabout
concerns
Saved time due to less travel forreadmissions &
unnecessaryreferrals (+)
Saved costs due toless travel for
readmissions andunnecessary referrals
(+)
Time formessaging
(-)
Time foreducationalmaterial (-)
Time forvideoconsultations
(-)
Time for Care Manager visits /
questionnaires (-)
Time forTelemonitoring (-)
Adaption time to new
devices / service
elements (-)
Empowered (+) Greatersatisfaction / reassurance
aboutserivce (+)
Feels betterinformed /
supported(+)
Reassured thatpatient is cared
for (+)
Time forinvolvement in
Care Pathways / Plans (-)
Time saved as lesscomplaints from
patients (-)
Time forTelemonitoring (-)
Time fortraining
fortelemonitoring (-)
Time fortraining for
Telemonitoring(-)
Time foreducationalmaterial(-)
Time to supportpatient in adaption to
telemonitoring(-)
Saved time due to less travel forreadmissions &
unnecessaryreferrals ofpatient (+)
Saved time / less travelfor supporting patient asbetter self-management
(+)
Better satisfiedpatients (+)
Time forinvolvement in
Care Pathways / Plans (-) Saved costs
due to lesstravel for
readmissionsand
unnecessaryreferrals (+)
Time saved as lesscomplaints from
carers (-)
Time to support patient in adaption to self-management (-)
Better satisfiedcarers (+)
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Introduction of telemonitoring service. In conjunction with taking telemonitoring
measurements, which will be conducted by the homecare nurse, education and
training on disease management will also be delivered to the patient. Education
material will also be available online.
Introduction of the sharing of plans to monitor parameters and self-management
education. Efforts to empower patients will be reinforced and supported by various
health professionals in a patient’s care plan.
Introduction of a dedicated portal on the ULSS 2 website called My Health Portal, where patients will be able to insert information, find information, download results
of tests, and book appointments.
Extension of ePrescription service.
Figure 32: Veneto stakeholders and CareWell service components
The figure below describes the positive and negative impacts of the above described
CareWell service components on the primary care stakeholders in Veneto. Impacts include: cost impacts, such as the costs for video consultation equipment, borne by the
regional health authority, which bears all such costs, but is specifically applicable in
primary care for Homecare Nurses; resource impacts, such as the time to conduct video
consultations performed by Homecare Nurses; and intangible impacts, such as higher job satisfaction for all healthcare professionals as they are better informed and better able to
make decisions about a patient’s care through the various CareWell service components.
Primary Care Hospital Care
Patient
Informal Carer
GP
Homecare Nurses
Social worker
Hospital nurse
Hospital doctors
Patient‘sDashboard
(EHR)
Pathway to access Multi-disciplinaryassessment
unit
Interconsultationvia EHR
Remote monitoring &
education
My healthportal
Action plan for nurse assisted
monitoring
Videoconsultation
ePrescription
LOCAL HEALTH AUTHORITY N.2 - FELTRE
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Figure 33: Veneto mapping of primary care stakeholder impacts
Primary Care
GP
Patient‘sDashboard
(EHR)
Pathway to access Multi-disciplinaryassessment
unit
Interconsultationvia EHR
Remote monitoring &
education
Action plan for self-monitoringVideoconsultation
Avoided repeat
examinations (+)
Better informed / better decision
making(+)Time & costs
saved as better
informed(+)
Improved care provision(+)
Homecare Nurses
Time & costssaved asbetter
informed (+)
Time forremote
monitoring & education (-)
Time forreading
additionalinformation (-)
Social worker
Better informed / better decision
making(+)
Improvedservice provision(+)
ePrescription
Adaptiontime for
newpathway (-)
Costs forconsultationto patient’s dashboard-
EHR (-)
Time forconsultationto patient’s dashboard-
EHR (-)
Costs forreading
additionalinformation (-)
Time forreading
additionalinformation (-)
Time forreading
additionalinformation
(-)
Costs forremote
monitoring & education (-)
Costs for videoconsultation (-)Time for
videoconsultation (-)
Higher job satisfaction: betterinformed / better
decision making(+)Improvedcare provision(+)
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The figure below describes the positive and negative impacts of the above described
CareWell service components on hospital care stakeholders in Veneto.
Figure 34: Veneto mapping of hospital care stakeholder impacts
Hospital Care
Hospital doctors
Patient‘sDashboard
(EHR)
Pathway to access Multi-disciplinaryassessment
unit
Interconsultationvia EHR
Remote monitoring &
education
Action plan for nurse assisted
monitoring
Videoconsultation
ePrescription
Better informed / better decision
making(+)
Time & costssaved as
better
informed(+)
Hospital nurse
Adaption timefor new
pathway (-)
Adaptiontime for
new
pathway (-)
Time fromreading
additional
information (-)
Time for inter / video
consultations(
-)
Costs from readingadditional
information (-)
Costs for inter / video
consultations
(-)
Time foraction
plan (-)
Costs for action
plan (-)
Costs saved asbetter informed /
avoided repeat
examinations (+)
Time saved asbetter informed/ avoided repeat
examinations (+)
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The figure below describes the positive and negative impacts of the above described
CareWell service components on patients and informal carers in Veneto.
Figure 35: Veneto mapping of patient and informal carer stakeholder impacts
3.3.5 Powys – Wales- UK
Figure 36 below describes the stakeholders expected to be impacted by the service
components that will be introduced or adapted for the purposes of CareWell in Powys. In
addition, the arrows describe the flow of information / service between stakeholders via
the service components. In Powys the service components include:
Introduction of extracts of data from the primary care EHR for inclusion in a referral
to secondary care via Wales Clinical Communication Gateway (WCCG).
CareWell patients will be highlighted through the Individual Health Record system
(IHR) to the Out of Hours GP service on a view-only basis.
Introduction of video consultation between GPs and patients.
Introduction of mobile communication for community nursing staff which would
allow remote access to electronic health record (EHR) and near live remote
updating of information in EHR and patient administration systems (PAS).
Introduction of remote monitoring service.
Extension of InfoEngine, a local directory of services, so that it is accessible via
tablet and mobile devices.
Education and support materials will be made available through the Powys Teaching
Health Board (tHB) website for patients and informal carers to access at home.
Remote monitoring &
education
My healthportal
Action plan for nurse assisted
monitoring
Videoconsultation
Patient
Informal Carer Avoided costs for travel due to
reduced visits to healthcare
professionals /patient (+)
Time for using my
health portal (-)
Avoided time for travel due to reduced visits to healthcare
professionals /patient (+)
Reassured thatpatient is being
cared for(+)
Empowered (+)
Costs fortravel to
healthcareprofessionals
(+)
Time fortravel to
healthcareprofessionals
(+)
Time for remote
monitoring &
education (-)
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Figure 36: Powys stakeholders and CareWell service components
The figure below describes the positive and negative impacts of the above described
CareWell service components on the community nursing stakeholders in Powys. Impacts
include: cost impacts, such as the costs for mobile communication devices, borne by the community nursing service; resource impacts, such as the time for training required for
district nurses to use new mobile communication devices; and intangible impacts, such
as higher job satisfaction for district nurses as they feel better informed, better
supported and more able to make accurate decisions about a patient’s care through the use of the remote devices and access to the EHR and PAS whilst visiting patients.
Community Nurse (District Nurse)
Clinical Specialist(Chronic / longterm
condition)
Specialist
Community therapy
Social care worker
Patient
Informal Carer
Mobile Communication
devices
Voluntary Sector worker Carer
Remote Monitoring
Video consultation
GP
Out of hours GP
Nurse
IHR (Extract
from EHR)
Education materials/support
Powys tHBwebsite
InfoEnginevia tablet /
mobile
EHR fromprimary tosecondary
care via WCCG
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Figure 37: Powys mapping of community nursing stakeholder impacts
Community Nurse (District Nurse)
Clinical Specialist(Chronic / longterm
condition)
Community therapy
Mobile Communication devices & ‚total
mobile‘ capability
Remote Monitoring
InfoEnginevia tablet /
mobile
Time saveddue to reduced
travel (+)
Costs saveddue to
reducedtravel (+)
Time fortraining for
remote monitoring (-)
Costs fortraining for
remote monitoring (-)
Costs saveddue to reduced
travel (+)
Time saved due to better self-
management (+)
Cost of devicesfor remote
monitoring (-)
Time forremote
monitoting(-)
Time foradaptation to
use of extra data/ information(-)
Time foradaptation to
use of extra data/ information(-)
Time forremote
monitoting(-)
Cost of mobile devices (-)
Time for adaptation touse of mobile devices
(-)
Time fortraining for
use of mobile devices(-)
Cost fortraining for
use of mobile devices(-)
Time for adaptation touse of mobile devices
(-)
Time saved due to less
referrals(+)
Betterinformed /
jobsatisfaction
(+)
Betterinformed /
jobsatisfaction
(+)
Time saveddue to
reducedtravel (+)
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The figure below describes the positive and negative impacts of the above described
CareWell service components on primary care stakeholders in Powys.
Figure 38: Powys mapping of primary care stakeholder impacts
Video consultation
GP
Out of hours GP
Nurse
IHR (Extract
from EHR)
Remote Monitoring
EHR fromprimary to
secondary carevia WCCG
Time for utlisingremote
monitoring data(-)
Time for utlisingadditional
information via WCCG (-)
Betterinformed /
jobsatisfaction
(+)
Adaptation time for use of new
services(-)
Avoidedrepeat
examinations(+)
Betterinformed /
jobsatisfaction
(+)
Time for utlisingadditional
informationfrom IHR (-)
Reduced case loaddue to betterpatient self-
management(+)
Time for videoconsultation(-)
Reduced case loaddue to betterpatient self-
management(+)
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The figure below describes the positive and negative impacts of the above described
CareWell service components on third party / voluntary sector stakeholders and patients
and informal carers in Powys.
Figure 39: Powys mapping of patient, informal carer and third party / voluntary sector stakeholder impacts
The figure below describes the positive and negative impacts of the above described
CareWell service components on community hospital stakeholders in Powys.
Figure 40: Powys mapping of community hospital stakeholder impacts
Informal Carer
Voluntary Sector worker Carer
Remote Monitoring
Video consultation
Education materials
/support Powys tHB website
InfoEnginevia tablet /
mobile
Patient
Time for videoconsultations
(-)
Perceivedbetter care
(+)
Time foreducationalmaterials(-)
Avoided costs fortravel due to
reduced visits tohealthcare
professionals/patient (+)
Avoided time fortravel due to less
visits to healthcareprofessional /
patient(+)
Avoided costs fortravel due to less visits
to healthcareprofessional / patient
(+)
Reduced case loaddue to betterpatient self-
management(+)
Better informed aboutpatients care / perceivedbetter care delivery (+)
Time assistingwith remote monitoring
measurements(-)
Time for taking remote monitoring
measurements (-)Time for educational
materials(-)
Empowered / betterinformed (+)
Avoided time fortravel due to less visits
to healthcareprofessionals (+)
Avoided costs fortravel due to less
visits to healthcareprofessionals (+)
Specialist
EHR fromprimary to
secondary carevia WCCG
Adaptation time for use of newinformation via
WCCG(-)
Time for utlisingadditional
information via WCCG (-)
Betterinformed /
jobsatisfaction
(+)
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3.3.6 Zagreb – Croatia
Figure 41 below describes the stakeholders expected to be impacted by the service
components that will be introduced or adapted for the purposes of CareWell in Croatia. In
addition, the arrows describe the flow of information / service between stakeholders via the service components. In Croatia the service components include:
Introduction of review of central data through PHR: All patient data will be stored in
the central personal health record (PHR) and made accessible to primary care
healthcare professionals (Regional Healthcare Centre). Data will be stored in digital
form, in the central record.
Patient data will be made accessible to healthcare professionals through various ICT
solutions, so it can also be accessed remotely.
Extension of the collection of patient data through Ericsson Mobile Health (EMH) kit
by the field nurse at the patient’s home for sharing with the GP office through storage in the EMH central system (PHR). Further measurements will be taken in
comparison to current practice. Another change in current practice will be the use
of the questionnaire functionality of the EMH system, which the nurse will use to
collect additional information from the patient which will also be stored in the PHR.
Introduction of digitally accessible educational material and accompanying
empowerment programme; previously this was delivered in person by field nurses
with paper-based materials.
Introduction of patient and informal carers’ direct contact with field nurses through
the call centre; previously patient and informal carer contact was only with the call centre.
Figure 41: Zagreb stakeholders and CareWell service components
General Practitioner
Nurse
Field Nurse
Patient
Informal Carers
Empowermentprogramme
Digitallyaccessible
educationalmaterial
Direct contactwith field nurse
through callcentre
Review patientdata throughcentral PHR
Patient dataaccessible
through ICT solutions
Collection of patienthealth data through
Ericsson Mobile Health (EMH) kit
incl. Medical sensors
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The figure below describes the positive and negative impacts of the above described
CareWell service components on relevant stakeholders across the Croatian healthcare
system. Impacts include: cost impacts, such as the costs of telemonitoring equipment,
borne by the regional healthcare centre; resource impacts, such as the extra time a field nurse will have to take to gather additional telemonitoring measurements and complete
the patient questionnaire; and intangible impacts, such as the empowerment that
patients will gain through being actively involved in their care through accessing
educational materials and the empowerment programme whenever they wish, as it is now available digitally.
Figure 42: Zagreb mapping of stakeholder impacts
Field Nurse
Empowermentprogramme
Digitallyaccessible
educationalmaterial
Direct contactwith field nurse
through callcentre
Review patientdata throughcentral PHR
Patient dataaccessible
through ICT solutions
Collection of patienthealth data through
Ericsson Mobile Health (EMH) kit
incl. Medical sensors
General Practitioner
Nurse
Better decisionmaking, prompt responses (+)
Costs for training (-)
Betterhealthcare
coordination + planning (+)
Reduced time for careplanning
sessions withField Nurses (+)
Time fortraining
(-)
Greateraccuracy of
patient data (+)
Time fortraining
(-)
Greateraccuracy of
patient data (+)
Time for takingtelemonitoringmeasurements
(-)
Reduced time for care
planning withGPs (+)
Increased jobsatisfaction(+) Time for reading
additional information via PHR
(-)
Adaption time for use ofnew technology (-)
Time saved on patient
educationsessions (+)
Patient
Avoided costs due to lesstravel for readmissions
and unnecessaryreferrals (+)
Empowered / increased self-
management (+)
Avoided time due to lesstravel for readmissions
and unnecessaryreferrals (+)
Time foreducationaltraining (-)
Informal Carers
More accessibleinformation / reassured thatpatient is caredfor (+)
Avoided time due to lesstravel for helping patient
with readmissions andunnecessary referrals (+)
Avoided costs due to lesstravel for helping patient
with readmissions andunnecessary referrals (+)
Time assistingpatient with useof educationalmaterials (-)
Costs for training (-)
Costs fortelemonitoringequipment (-)
Better healthcare coordinationand planning / savings due to
avoided repeat examinations (+)
Reducedreadmissions (+)
Time for direct contactwith patient / informal carer via call centre (-)
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4 Outlook
The work on exploitation and dissemination are both work in progress. It is a snapshot of the current stage of the work.
Regarding dissemination, the project will implement the planned dissemination means
and will continue to produce textual and video news on the progress of the project. It will
issue press releases, present on conferences and engage with other relevant initiatives.
Regarding exploitation, the project will turn the impacts described in the diagrams above
in measurable indicators using the reference database of potential cost-benefit indicators,
and complementing it where deemed necessary. This will finalise step 2 of the approach.
During next year it will populate the value model with data from secondary sources (step 3). This will allow an initial analysis of the performance of the service. Another iteration
of steps 3 and 4 is planned for the last year of the project. It will employ primary data
that will be surveyed by WP7.
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Appendix A: Event participation
Partner Date Coverage Name of the
event/publication
and topic
Target Group Key Outcomes / Minutes / Text /
Feedback
IRH 01.10.2014 National Annual Rural Primary
Care Conference (1.-3.10.2014)
Mostly GPs and nurses
working in primary care in Powys but also GPs
from other areas of
Wales and the UK.
Discussions focused on raising awareness and
understanding towards gaining sign up by the GPs from Powys practices as well as sharing
general information on the IRH and Powys’
involvement in the project.
IRH 14.10.2014 European The King's Fund's
Annual Integrated Care
Conference
Clinicians, health and
social care managers,
academics, patient group
representatives from across Europe but mainly
the UK.
Discussions focused on the pathways and how
they were being designed to better co-
ordinate the care of people and empower the
individual to self care and self manage their health and wellbeing. In addition, the
approach to the project evaluation was shared
with some of the conference delegates.
IRH 01.12.2014 European EIP-AHA 3rd Conference
of Partners
Clinicians, health and
social care managers,
academics, patient group representatives and
industry representatives
from across Europe and
participants in the EIP-AHA action groups.
Learning was gained on the progress of the
various action groups, some of which was
relevant for CareWell. In addition, IRH participated in the evaluation workshop,
sharing information on the CareWell
evaluation methodology and discussions on
developing an approach to evaluate the EIP-AHA initiative as a whole.
IRH Site Powys Stakeholder
events
Primary care staff
including GPs, Practice Managers, Community
Nurses. Locality and
Health Board managers
and Informatics Team staff.
Discussions focused on raising awareness and
understanding, and gaining sign up to participate in the project from a Powys pilot
site perspective.
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Partner Date Coverage Name of the
event/publication and topic
Target Group Key Outcomes / Minutes / Text /
Feedback
HDFEZ 01.07.2014 National ZDRAVSTVENI SUSTAVI I ZDRAVSTVENA
POLITIKA“ - Business
Intelligence - kako
vrednujemo rad u zdravstvu.
Translated to English:
''Healthcare systems
and healthcare politics'' - Business intelligence -
how to evaluate the
healthcare work.
Healthcare institutions. Employers. Local and
regional state
administration. Croatian
Healthcare chamber. Other healthcare related
businesses. Patient
organizations.
Presentation about CareWell project, participant, roles, use case and goals of the
Croatian pilot site.
ENT 01.07.2014 National ZDRAVSTVENI SUSTAVI
I ZDRAVSTVENA
POLITIKA“ - Business
Intelligence - kako vrednujemo rad u
zdravstvu.
Translated to English:
''Healthcare systems and healthcare politics''
- Business intelligence -
how to evaluate the
healthcare work.
Healthcare institutions.
Employers. Local and
regional state
administration. Croatian Healthcare chamber.
Other healthcare related
businesses. Patient
organizations.
Presentation about CareWell project,
participant, roles, use case and goals of the
Croatian pilot site.
ENT 23.09.2014 Regional HIPEAC (European
Network of Excellence on High Performance
and Embedded
Architecture and
Compilation) Workshop.
Members of Hipeac
consortium, faculty members from Faculty of
electrical engineering and
computing.
Presentation about CareWell project,
participant, roles, use case and goals of the Croatian pilot site.
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Partner Date Coverage Name of the
event/publication and topic
Target Group Key Outcomes / Minutes / Text /
Feedback
ENT 11.10.2014 Regional HRVATSKI KONGRES PREVENTIVNE
MEDICINE I
UNAPREĐENJA
ZDRAVLJA - Workshop: Kronični bolesnici, Nova
tehnička rješenja
(Chronic patients and
new ICT solutions)
Healthcare professionals. Presentation about CareWell project, participant, roles, use case and goals of the
Croatian pilot site.
PHB 02.07.2014 Site Executive Board Executive Board Brief Executive Board
PHB 07.07.2014 Regional CareWell Kick Off
Workshop
Powys tHB Staff Interested GP Practices expressed interest to
continue.
PHB 24.07.2014 Regional International Health
Coordination Centre
Seminar
Welsh Public Sector
Bodies.
Advertising Powys tHB's European Projects to
encourage other Bodies to apply for EU
funding.
PHB 04.11.2014 Regional Project Team with
Welshpool Health
Centre
Welshpool Health Centre Sign up to Project
PHB 11.11.2014 Regional Project Team with
Glantwymyn Health Centre, Mach
Glantwymyn Health
Centre, Mach
Sign up to Project
PHB 13.11.2014 Site R&D Nursing Conference
Powys tHB Staff Poster Display - Informal Discussions
PHB 13.11.2014 Regional Project Team with Arwystli Medical Practice
Arwystli Medical Practice Sign up to Project
PHB 14.11.2014 Regional Project Team with Crickhowell War
Memorial Health Centre
Crickhowell War Memorial Health Centre
Sign up to Project
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Partner Date Coverage Name of the
event/publication and topic
Target Group Key Outcomes / Minutes / Text /
Feedback
PHB 14.11.2014 Regional Project Team with Presteigne Medical
Centre
Presteigne Medical Centre Sign up to Project
PHB 20.11.2014 Regional Project Team with Builth
Surgery
Builth Surgery Sign up to Project
PHB 24.11.2014 Site Design Workshop Powys tHB Staff Workshop to enable Project Team to complete
Project Plan
PHB 26.11.2014 Regional Charter for International
Health Partnerships
(PTHB)
Welsh Public Sector
Bodies.
Powys tHB sign up for IHCC
PHB 19.12.2014 Regional IMTP Programme Board Board Members
FER 11.09.2014 National e-Health & IT Systems
2014
Experts in field of e-
Health IT systems,
government agency APIS
Shared the CareWell project goals with
experts in field of e-Health IT systems and
government agency which specializes in
design, development, implementation,
management and support to large and complex information systems for State and
Local Government. Possible cooperation
established.
FER 05.11.2014 Site Meeting with MCS Experts in field of e-
Health IT systems
Plans for future cooperation established and
new ideas for improvements of existing e-
Health services emerged.
FER 23.09.2014 European HiPEAC Workshop on
Building Partnerships
Experts in field of high-
performance computing
Shared the CareWell project goals with
international experts in the field of high-performance computing.
FER 11.03.2014 European Lab Surfing Workshop Young experts in field of future and emerging
technologies
Shared the CareWell project goals with young experts providing possible future
collaborations.
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Partner Date Coverage Name of the
event/publication and topic
Target Group Key Outcomes / Minutes / Text /
Feedback
FER 08.05.2014 European Meeting with UPV Research experts in the field of Computing
engineering
Shared the CareWell project goals with researchers from Polytechnic University of
Valencia
FER 04.06.2014 European Meeting with PTE Experts in the field of
automation
Shared the CareWell project goals with
researchers from University of Pecs
FER 18.06.2014 European Blue sky conference Young experts in field of
future and emerging
technologies
Shared the CareWell project goals with young
experts providing possible future
collaborations.
FER 19.06.2014 European Meeting with UJ Experts in the field of
applied mathematics and
computer science
Shared the CareWell project goals with
researchers from Institute of Computer
Science
FER 26.06.2014 European Meeting with CERTH Experts in the field of
communication and
computer science
Shared the CareWell project goals with
researchers from Information Technologies
Institute
FER 26.03.2014 Site Meeting with MdH Experts in field of
computer systems and low-power
communication
Shared technical background of CareWell
project
FER 25.02.2014 European EPFL-FER Workshop on
Horizon 2020 projects
Experts in field of
embedded systems and
ultra low-power sensors
Shared technical background of CareWell
project
FER 05.04.2014 Internation
al
EDUCON 2014 Experts in field of e-
Health IT systems
Plans for future cooperation established and
new ideas for improvements of existing e-
Health services emerged.
FER 15.07.2014 Internation
al
ACACES 2014 Research experts in the
field of high performance computing
Shared the CareWell project goals with
researcher from high performance computing
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Partner Date Coverage Name of the
event/publication and topic
Target Group Key Outcomes / Minutes / Text /
Feedback
FER 01.10.2014 International
MEDIAN-TRUDEVICE Open Forum
Experts in field of computer secure, reliable
nano-scale devices
Shared technical background of CareWell project
FER 05.12.2014 European Meeting with UPV Research experts in the
field of Computing
engineering
Shared the CareWell project goals with
researchers from Polytechnic University of
Valencia
FER 16.12.2014 European Meeting with EPFL Experts in field of
embedded systems and
ultra low-power sensors
Shared technical background of CareWell
project
FER 09.10.2014 European ICT Proposers' Day EU research community Shared CareWell objectives
KRONIK
GUNE
27.03.2014 National VI National Congress on
healthcare for chronic
patients
Book compiling abstracts of all posters
presented.
Osakidet
za
27.03.2014 National VI National Congress on
healthcare for chronic
patients
Book compiling abstracts of all posters
presented.
Osakidet
za
08.09.2014 Local Congress on integrated
care
Presentation
KRONIK
GUNE
14.10.2014 Internation
al
Ageing Wealth
Conference
Poster
LSV 10.06.2014
– 11.06.2014
Site MostCare Project
partners meeting, Philips Research Europe
Possible Partners Possible MostCare Project partners meeting
was organized for collaboration with CareWell Project. The meeting presented the main
assumptions of the Project CareWell. It is
planned to use the experience of the CareWell
Project. in the MostCare Project. These project are similar thematically and MostCare
design for an integrated cross-border care
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Partner Date Coverage Name of the
event/publication and topic
Target Group Key Outcomes / Minutes / Text /
Feedback
LSV 24.09.2014 –
26.09.2014
European INNOVAGE - The Second European Forum
on Social Innovations
for Healthy and Active
Life Expectancy took place in Riga, Latvia on
Thursday 25 September
2014.
Attendees covered a range of backgrounds
including policy makers,
practitioners, older
people and their representatives,
companies and NGOs
with experience or
interest in social innovations for ageing.
The Second European Forum on Social Innovations for Healthy and Active Life
Expectancy took place in Riga, Latvia on
Thursday 25 September 2014.
LSV 6.10.2014 –
8.10.2014
European Participation in COCIR/AER/HOPE Open
Days 2014 ; Workshop
on "The importance of
using the European
Structural and Investment Funds to
drive sustainable
healthcare systems"
Debated how investment in health infrastructure and eHealth, in innovative care
delivery models and in qualitative training of
health professionals represent an effective use
of EU Structural and Investment Funds.(AER)
and the European Hospital and Healthcare Federation (HOPE) demonstrated the critical
role European Structural and Investment
Funds (ESIF) can play in achieving sustainable
healthcare models, with better access for and inclusion of patients.
LSV European European Innovation Partnership on Active
and Healthy Ageing
This year's event was of operational nature. 300
participants, mainly
members of the Action
Groups, took part.
empirica 22.05.2014 European Lower Silesia-Saxony
Innovation Forum on
Active and Healthy Ageing
policy makers and
practitioners, industry
representatives and researchers from Lower
Silesia and Saxony
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Partner Date Coverage Name of the
event/publication and topic
Target Group Key Outcomes / Minutes / Text /
Feedback
empirica 07.10.2014 European European Telemedicine Conference -
Telemedicine in
integrated care - a
multi-stakeholder perspective
empirica Presentation at "The Royal Society of
Medicine" at the
University of Victoria
about "eHealth in support of integrated
care provision:
Stakeholder benefits
and business cases"
empirica European EIP session "Scaling up
good practices in
integrated care"
empirica 04.12.2014 Internation
al
Explanatory Seminar on
eHealth Benefits and cooperation in the
Southern Mediterranean
countries an the EU -
topic of the presentation: "From
Pilots to
Implementation: the
European Experience"
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Partner Date Coverage Name of the
event/publication and topic
Target Group Key Outcomes / Minutes / Text /
Feedback
AReS Puglia
08.10.2014 International
The European Telemedicine
Conference
Italian Ministry of health, policy makers and
practitioners, industry
representatives and
researchers from different countries in
Europe
During the "European telemedicine conference" organized by HIMMS Europe, that
this year was held in Rome, on the day two
(8th Oct.), during the Plenary session run by
the Italian Health Ministry, the Director General of the ICT Directorate of the Italian
Ministry of Health, Mrs Massimo Casciello in
his presentation listed a number of European
projects that, among all, better targeted the objectives of the Commission on telemedicine
priorities in Europe. The first in the list in
terms of objectives and deliverables was
CareWell, in particular regarding the focus
given in the project to the "evaluation process" of the organizational factors and the
change that it makes the introduction at full
scale of ICT tools for telehealth/telecare and
remote monitoring.
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Appendix B: Suggestions for conference participation
# Name of conference/journal/portal Short description of conference/journal/portal Date/location
1 ISG
http://gerontechnology.info
Gerontechnology, AAL, robotics, ICT for informal care, mobility
support, dementia support, support of ADL, assistive technology,
homecare…(all with ICT component
Every two years
(next 2016)
2 AAL Forum 2014 and AAL2Business
http://www.aalforum.eu
9 September
2014, Bucharest,
annual
3 International Digital Health and Care
Congress
www.kingsfund.org/events
Telehealth, telecare, integration, evaluation, telemedicine, care for
people with chronic conditions, eHealth
10–12 Sep 2014,
London
annual
4 INNOVAGE Stakeholder Forum 2 The Second European Forum on Social Innovations for Healthy and
Active Life Expectancy.
The INNOVAGE project is dedicated to developing and testing, as
well as surveying and cataloguing social innovations, which will have
a solid impact on improving the quality of life and wellbeing of older
people.
25th September,
2014, Riga
5 AER events "Ehealth: Independence and
Inclusion in the 21st Century".
https://docs.google.com/a/aer.eu/forms/
d/1oZWZT0XRP5XAiRd4AnyxPTxaW3saS
xVDoWnD7EV3iQY/viewform
Organized in partnership with SmartCare & the ENGAGED network,
this series of events will provide significant information on the implementation of eHealth practices.
Main meetings of this 3-day event will be: Seminar on Integrated
Care, SmartCare Committed Regions Board (CRB) Workshop:,
ENGAGED Exchange event
Donegal
(Ireland), 21-23/10/2014
6 International Telecare and Telehealth
Conference
http://www.telecare.org.uk/conference
Telehealth, telecare, integration, chronic disease management, large
exhibition
17-18 November
2014, Newport,
Wales, annual
7 2nd World Congress on Integrated Care
"21st Century Integrated Care: serving citizens, patients and communities"
http://www.integratedcarefoundation.or
g/conference/2_world
23-25 November
2014, Sydney
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# Name of conference/journal/portal Short description of conference/journal/portal Date/location
8 EHTEL annual symposium
http://www.ehtel.org/activities/ehtel-
symposium
EHTEL: eHealth Focal Point for Europe: Founded in 1999, EHTEL (the
European Health Telematics Association) is a pan European multi-
stakeholder forum providing a leadership and networking platform for European corporate, institutional and individual actors dedicated
to the betterment of healthcare delivery through eHealth.
25-26 November
2014, Brussels
9 15th International Conference for
Integrated Care,
http://www.integratedcarefoundation.or
g/conference/1454
25 - 27 March
2015, Edinburgh
10 Med-e-Tel
http://www.medetel.eu
INTERNATIONAL eHEALTH, TELEMEDICINE AND HEALTH ICT FORUM
For Education, Networking and Business: Med-e-Tel is an official event of the International Society for Telemedicine & eHealth
(ISfTeH), THE international federation of national associations who
represent their country's Telemedicine and eHealth stakeholders.
22-24 April
2015, Luxembourg
11 World of Health IT Conference and
Exhibition www.worldofhealthit.org
A conference attracting over 2000 international delegates and 75
exhibitors, welcoming global decision makers from public and private
healthcare sectors, clinicians, hospital and IT managers and VIP
guests.
May 11-13 2015,
Riga, Latvia
12 eHealth week eHealth week 2015 comprises of two main events: the High level
eHealth conference organised by the Latvian Ministry of Health and the Latvian Presidency of the Council of the European Union and
WoHIT (World of Health IT Conference & Exhibition, see above)
organised by HIMSS
May 11-13 2015
Riga, Latvia
13 International Conference on Information
and Communication Technologies for
Ageing Well and e-Health ICT4AgeingWell
http://www.ict4ageingwell.org
The International Conference on ICT for Ageing Well and e-Health
aims to be a meeting point for those that study and apply
information and communication technologies for improving the quality of life of the elderly and ...
May 20 - 22,
2015
Lisbon, Portugal
14 Ninth International Symposium on
eHealth Services and Technologies
(EHST 2015)
http://www.is-ehst.org
Topic Areas: tele-monitoring, tele-treatment, electronic medical
records, service management platforms, user experience and clinical
evaluation
17-18
September
2015-01-05
Rhodes, Greece
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# Name of conference/journal/portal Short description of conference/journal/portal Date/location
15 eTelemed “International Conference on
eHealth, Telemedicine, and Social
Medicine”
http://www.iaria.org/
EHealth data records, eHealth technology and devices,
Telemedicine/eHealth applications, clinical telemedicine
Annual/early
spring
16 World of Health IT
http://worldofhealthit.org
eHealth, ICT-supported social care, large exhibition (see above) Annual/early spring
17 ESN Conference
http://www.esn-eu.org/home/index.html
ESN is a network of Member organisations which are associations of directors of social services; regions, provinces, counties and
municipalities; funding and regulatory agencies, universities,
research & development bodies working closely with public
authorities in the development of social services. Usually the conference has a dedicated strand focusing on ICT in social services
Annual/summer
18 IAGG World Congress
http://www.iagg2013.org
Gerontology, homecare, care in nursing homes, mobility (decline), cognitive functions, loneliness, inequality, active ageing, dementia,
psychological well-being… (not much about ICT)
Every four years/Summer
(next in 2017)
19 HealthManagement.org (HM.org) Management and leadership knowledge base consisting of hot topics, conference agenda, e-library
20 AFE-INNOVNET Thematic Network
http://www.afeinnovnet.eu/
The AFE-INNOVNET thematic network is setting up a Europe-wide community of local and regional authorities, companies, civil society
organisations, universities and other actors committed to finding
innovative solutions that positively address demographic change.
Your support would help us a lot to reach local and regional authorities that are not aware of the Thematic Network and convince
them. It offers: webinars, evidence-based solutions, toolkits,
methodology to involve older people in co.production of age-friendly
solutions
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Appendix C: Suggested Newsletters As a CIP project, large scale dissemination in relevant newsletters and the preparation of conference papers is of the utmost importance. Suggestions for relevant newsletters
include:
eHealth Newsletter
eHealth Insider eNewsletter
HealthNews: EU Portal and Health Directory
Med-e-Tel eNewsletter
Health ICT Headlines eNewsletter
Journal of Telemedicine and Telecare
Journal of Assistive Technologies
Telemedicine and e-Health
Journal of Health Economics
International Journal of Technology Assessment in Health Care
The Journal on Information Technology in Healthcare
International Journal of Integrated Care,
International Journal of Geriatric Psychiatry
Ageing and Mental Health
Journal of Health Services Research and Policy
International Journal of Health Planning and Management
European Journal of Public Health
HealthPolicy
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Appendix D: Suggested Journals An important part of the CareWell dissemination activities are the scientific publications in journals, magazines and/or conference proceedings. All partners of the consortium are
encouraged to submit the produced results to publication bodies of significant impact
factor. Surely, some topics such as evaluation methods and results are more suitable for
publication in scientific journals and books than others.
A list of relevant books and journals has been identified:
Journal of Telemedicine and Telecare.
Journal of Assistive Technologies.
Telemedicine and e-Health.
EHEALTHCOM.
Journal of Health Economics.
International Journal of Technology Assessment in Health Care.
International Journal of Integrated Care.
The Open Medical Informatics Journal.
Journal of Medical Informatics.
Special issue of the International Journal of Integrated Care focused on CareWell
findings.